AGENDA
Wednesday, August 13, 2025
Regular City Council Meeting 7:00 p.m.
Mountain House Town Hall
251 East Main Street, Mountain House, CA 95391
CITY COUNCIL
ANDY SU
Mayor
BERNICE KING TINGLE
Vice Mayor
Council Members
MATT DISKO RONNA GREEN DANIEL HARRISON
ADMINISTRATION
STEVEN J. PINKERTON
City Manager
JOHN BAKKER
City Attorney
MARGARET WIMBERLY
City Clerk
CALL TO ORDER AND ROLL CALL
MOMENT OF SILENCE
PLEDGE OF ALLEGIANCE
APPROVAL OF AGENDA
PUBLIC COMMENTS
Public comments are limited to three minutes per person, the public is invited to make comments on items of public interest that are within the City Council’s subject matter jurisdiction and that are not listed on the current agenda.
Under the Brown Act, Items brought up during public comment that are not on the agenda cannot be discussed or acted upon by the Council, however, items necessitating a response will be included in the next City Manager update and posted on the City’s website.
RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS
Recognition of Aanya Adda for the writing and publication of her first book 'ROBOBUDDY'.
Youth Action Committee Update.
Lammersville Unified School District Update.
1. 2.
3. 4.
5. 6.
6.1 6.2
6.3 CITY COUNCIL CONSENT ITEMS
Consent agenda items (which may include Ordinances, Resolutions, Informational Reports, Approval Actions and Motions) will be acted upon by the City Council at one time without discussion. Any Council Member or member of the public may request removal of an item from the consent calendar for discussion.
Minutes of July 23, 2025. Page 5
Investment Portfolio Page 10
Recommendation:
It is recommended that the City Council receive and file this quarterly investment report.
Monthly Financial Reports for April 2025 and May 2025. Page 17 Shea Homes Annexation Fees for Tentative Tract Map 3506 Page 27 Recommendation:
Staff recommends that the City Council adopt a resolution establishing the annexation fee for Tentative Tract Map 3506 (known as the Rivani Property) for Shea Homes.
A Nonprofit Advertising and Donation Bin Policy Allowing Nonprofit Organizations to Promote their Programs and Initiatives in Public Areas of Town Hall and City Spaces
Recommendation:
Staff recommends Council adopt a resolution approving the Nonprofit Advertising and Donation Bin Policy allowing nonprofits to promote their programs and initiatives, including free advertising and placement of donation bins, while ensuring alignment with city’s mission, safety, and operational standards.
CITY COUNCIL POLICY AND ACTION ITEMS
Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 Page 67 Recommendation:
Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.
Adopt a Resolution to Approve Budget Appropriation and Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.
It is recommended that the City Council adopt a resolution:
1. Approving a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) for Building and Safety Division services provided under existing Agreement A-2324-44 with CSG Consultants, Inc. for Fiscal Year 2024-2025
7. 7.1
7.2 7.3
7.4 7.5
8. 8.1
8.2 City Council Meeting Agenda Wednesday, August 13, 2025 Mountain House Page 2 of 278
2. Authorizing the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed agreement amount by $1,200,000, for a revised total of $5,440,000, to reflect actual and anticipated service demands as the City continues to grow.
3. Authorizing the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of these recommendations.
Approval of Agreement with Joe Kriskovich for Human Resources and Risk Management Services
Recommendation:
Staff recommends that the City Council approve an agreement with Joe Kriskovich for human resources and risk management consulting services, for a period beginning September 1, 2025 through June 30, 2030 in an amount not to exceed $968,517. The agreement also provides for two one-year extensions at the City’s discretion for a scope of work and price to be negotiated by the City Manager. Staff also recommends that the City Council authorize the City Manager to take all necessary and appropriate actions to carry out the intent of this recommendation.
CITY COUNCIL DISCUSSION ITEMS
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
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.
Public Information Signage for New Development Page 230 Recommendation:
This is a discussion item to explore the use of signage to inform the public about new development projects under construction.
Response to the 2025 Grand Jury Report: “Eyes on San Joaquin County Growth...City of Mountain House San Joaquin County’s Newest City”
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.
8.3 9.
9.1 9.2
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Neighborhood Parks Restroom Facilities Discussion Page 259 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.
City Manager Update Page 266
FUTURE AGENDA ITEMS
Report of Future Agenda Items and Long-Range Calendar Page 276
COUNCIL COMMENTS
CITY ATTORNEY COMMENTS
CITY MANAGER COMMENTS
ADJOURNMENT
If you need disability-related modification or accommodation in order to participate in this meeting, please contact the City Clerk at (209) 831-5039 or at [email protected] at least 48 hours prior to the start of the meeting.
Government Code Section §54954.2 (a). Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection in Town Hall located at 251 East Main Street during normal business hours.
POSTING STATEMENT: On August 8, 2025, a true and correct copy of this agenda was posted on the City Hall Bulletin Board, outside Mountain House Town Hall, 251 East Main Street, Mountain House, CA 95391 and at our website www.mountainhouseca.gov.
9.4 9.5
10. 10.1
11. 12.
13. 14.
City Council Meeting Agenda Wednesday, August 13, 2025
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Present:
Andy Su, Mayor
Bernice King Tingle, Vice Mayor
Matt Disko, Council Member
Daniel Harrison, Council Member
Ronna Green, Council Member
CITY COUNCIL
MINUTES
Wednesday, July 23, 2025
1. CALL TO ORDER AND ROLL CALL
Mayor Su called the meeting to order at 7:00 PM. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su present.
2. MOMENT OF SILENCE
Mayor Su held a moment of silence.
3. PLEDGE OF ALLEGIANCE
Vice Mayor Tingle led the pledge of allegiance.
4. APPROVAL OF AGENDA
It was moved/seconded by Tingle/Disko to approve the agenda as presented by staff. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.
Motion: Vice Mayor Tingle
Second: Council Member Disko
Vote: Carried
5. PUBLIC COMMENTS
Travis Engstrom, Resident spoke regarding cell poor cellular coverage and felt it creates a public safety concern; he offered to assist staff and recommended development of a cellular master plan.
Item 7.1
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6. RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS
6.1 Youth Action Committee Update
Vice Mayor Tingle introduced a Member of the Youth Action Committee to provide a report to the City Council.
6.2 Presentation on the Public Safety, and Monthly Report from Rank Security and Mountain House Police Services provided by San Joaquin County Sheriff’s Department, and Mountain House Fire Department and Emergency Medical Services (EMS) presented by French Camp Fire Department Rex Osborn, Public Safety Consultant reported on public safety including Fireworks enforcement and National Night Out.
Officer Kristopher Roikola, RANK Security provided a report from Public Safety Rank Security
Chief Armando Izaguirre provided a report on from Mountain House Police Services.
Marty Cornilsen, Fire Chief reported on the Fire Department.
7. CITY COUNCIL/MHCSD CONSENT ITEMS
A motion was made by Council Member Disko and seconded by Council Member Green to adopt the Consent Calendar as recommended by staff, with the exception of Agenda Item 7.3, which was pulled for further discussion by Council Member Green. A roll call vote was taken with Council Members Disko, Green, Harisson, Vice Mayor Tingle, and Mayor Su in favor. Motion carried unanimously.
City Clerk’s Correction: Following adjournment, staff identified an administrative error. The Item intended to be pulled from the Consent Calendar was Agenda 7.4 (Approval of Professional Services Agreement with Joe Kriskovich for Human Resources and Risk Management Consulting Services), not 7.3 (Investment Portfolio). Due to this administrative mistake, the City Council voted to continue Item 7.3. To correct the record and ratify City Council action, both Item 7.3 and Item 7.4 will be placed on the August 13, 2025, City Council meeting agenda.
Motion: Council Member Disko
Second: Council Member Green
Vote: Carried
7.1 Minutes of June 25, 2025
7.2 List of Recent Contracts
7.3 Investment Portfolio
Item 7.1
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7.4 Approval of Professional Services Agreement with Joe Kriskovich for Human Resources and Risk Management Consulting Services
7.5 Ordinance to Designate Fire Hazard Severity Zones in the Local Responsibility Area
7.6 Conflict of Interest Code for the City of Mountain House and the Mountain House Community Services District
Staff recommends that:
1) The City Council adopt a Resolution adopting the City of Mountain House Conflict of Interest Code; and
2) The Board of Directors of the Mountain House Community Services District (MHCSD) adopt a Resolution adopting the District’s Conflict of Interest Code.
7.7 Approval of Professional Services Agreement with MoreThanTalk LLC for Communications Specialist Services
8. CITY COUNCIL POLICY AND ACTION ITEMS
8.1 Approval of Resolution Imposing Liens for Unpaid Service Charges for Utility Bills Following the presentation of the staff report, Mayor Su opened the public hearing.
A Resident spoke regarding a tenant that did not pay his bill, and requested the notification process for unpaid bills be examined.
There being no one else wishing to speak, the public hearing was closed.
It was moved/seconded by Harrison/Green to to adopt Resolution 2025-47 imposing Liens for Unpaid Service Charges for Utility Bills. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.
Motion: Council Member Harrison
Second: Council Member Green
Adopt Resolution 2025-47 imposing liens for unpaid service charges for utility bills.
Vote: Carried
8.2 Authorize Amendment No. 1 to Increase Funding for Agreement A-2324-43 with J.B. Anderson Land Use Planning
Motion: Council Member Disko
Second: Council Member Harrison
The City Council authorized the City Manager to:
1. Execute Amendment No. 1 to Agreement A-2324-43 with J.B. Anderson Land Use Planning, increasing the contract value by $800,000, for a total revised not-to-exceed amount of $1,550,000.
2. Take all necessary and appropriate actions to carry out the intent of Item 7.1
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This recommendation.
Following the presentation of the staff report by Jodi Almassy, Deputy City Manager, Mayor Su opened the public comment. There being no one wishing to speak, it was closed.
Vote: Carried
9. CITY COUNCIL DISCUSSION ITEMS
9.1 Verbal Report on State of the City
Steven J. Pinkerton, City Manager, requested Council's feedback on the State of the City event, and suggestions for the 2026 event. The discussion on the State of the City event focused on lessons learned from the last event and planned adjustments for the future.
Potential changes included: adjustments to timing between the State of the City Address, the vendor tents, and the Drone Show and ensuring marketing and outreach to boost attendance and community engagement.
9.2 Update on the Veterans Liberty Garden Project
Jodi Almassy, Deputy City Manager provided an update on the Veteran's Liberty Garden.
The City Council discussed keeping the project on track for a Veterans Day dedication and continued fundraising efforts.
9.3 City Manager's Update
Steven J. Pinkerton, City Manager, provided an update to the City Council.
10. FUTURE AGENDA ITEMS
10.1 Report of Future Agenda Items and Long-Range Calendar Steven J. Pinkerton, City Manager, provided an overview of future agenda items.
11. COUNCIL COMMENTS
Council Member Harrison reminded the public that donations for the Veterans Garden, including brick purchases, are tax deductible; encouraged attendees to contribute before leaving.
Council Member Green requested City Manager provide updates on West Nile virus and Valley Fever; thanked Council Member Harrison for dancing with her at the Juneteenth Festival.
Council Member Disko, thanked attendees for a well-attended meeting; announced Spicy Bites Item 7.1
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restaurant would celebrate its grand opening on Monday, July 28, 2025, at Noon.
Vice Mayor Tingle thanked staff for their support and positive attitude; recognized four community members for volunteering four hours daily over five weeks at Youth summer camp: Mr. Juturu, Ms.
Tina, Ms. Eunice, and Ms. Carter.
12. CITY ATTORNEY COMMENTS
None.
13. CITY MANAGER COMMENTS
None.
14. ADJOURNMENT
Mayor Su adjourned the meeting at 9:17
Item 7.1
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TITLE: Investment Portfolio
MEETING DATE: July 23, 2025
PREPARED BY: Thomas Retchless, Finance Director
RECOMMENDATION
It is recommended that the City Council receive and file this quarterly investment report.
BACKGROUND
On June 11, 2025, the Council approved an investment policy (Attachment A). The investment policy allows the Council to approve investment of funds, such as special deposits from developers, into investment programs. The policy approved by the Council includes the following:
The City is guided by three objectives (listed in order of priority) in the investment of these public funds: safety, liquidity and yield.
The investments would be made only in securities legally permissible by the California Government Code. Permitted investments are listed in the attached policy. The Council is responsible for the management and oversight of the investment program and has delegated day-to-day management to the City Manager.
The City Manager will provide quarterly reports of investment activity verifying that the investment portfolio complies with the City policy.
The Council will review the investment policy annually.
DISCUSSION
The City’s investment portfolio is currently composed of U.S. Treasury / Agency Securities, FDIC Insured Certificate of Deposits, and Corporate Medium-Term Notes. Currently, $4,422,000 is invested. There is $14,783 held in a money market account. The investments are expected to produce an average yield of
3.48%. All investments are in compliance with the City’s investment policy. Information on the portfolio is shown in Attachment B.
FISCAL IMPACT
The investment portfolio is estimated to produce $187,004 annually, based on the current composition of the investments.
STRATEGIC PLAN
Investments helps the City achieve the following goal: Identify and secure new sources of revenue.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Item 7.2
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In compliance with the policy for investment, staff will continue to direct investments and provide quarterly updates to the Council.
ATTACHMENTS
A. Investment Policy for Special Deposits
B. Investment Portfolio
Item 7.2
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Section 620
OVERVIEW
This Investment Policy may be amended by the Council as it deems appropriate from time to time in the prudent investment of the City’s special deposits.
Policy Statement - The City is guided by three objectives in its investment of public funds.
In order of priority those objectives are:
1.1. Safeguarding of principal.
1.2. Ensuring that investments satisfy the liquidity needs of the City.
1.3. Obtaining an optimal rate return on available assets, commensurate with an appropriate level of risk.
2. Scope - This investment policy applies to all special deposit funds not required for the immediate operating needs of the City and are accounted for in the City’s monthly financial report.
3. Objectives: The priority ranked objectives of the City’s investment activities shall be:
3.1. Legality. Investments shall only be made in securities legally permissible by the California Government Code, Sections 53635, 53635.2 et seq.
3.2. Safety. Investments shall be undertaken in a manner that seeks to ensure preservation of capital in the overall portfolio. To attain this objective, diversification is required. Investments must be made in securities of high quality to avoid credit risk and loss of principal.
3.3. Liquidity. The investment portfolio must remain sufficiently liquid to enable the City to meet all foreseeable operating requirements.
3.4. Return on Investment. The investment portfolio shall be designed with the objective of attaining a market rate of return, taking into consideration policy objectives and cash flow characteristics of the portfolio.
4. Delegation of Authority - The City Council is responsible for the management and oversight of the investment program. Day to day management responsibility for the investment program is delegated to the City’s City Manager, who will ensure that the investment program is in accord with the Council’s directives. The City Manager shall be responsible for all transactions undertaken and will establish a system of controls to regulate the activities of appropriate staff members.
5. Prudence - Investments shall be made with time relevant judgment and care, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, and not for speculation, but for investment, considering the probable safety of principal as well as the probable income to be derived. The standard of prudence to be used by investment officials shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio with aims to safeguard the principal and maintain the liquidity needs of the agency. The prudent investor
INVESTMENT POLICY
Item 7.2
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standard states that when investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including but not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims to safeguard the principal and maintain the liquidity needs of the City.
6. Borrowing for Purposes of Making Investments - Management is prohibited from the practice of borrowing for the sole purpose of making investments.
7. Authorized Investments and Limits - The City Manager or his/her designee may only invest funds in the following secure and reliable permitted investments:
7.1. Investment in the California Local Agency Investment Fund (LAIF), San Joaquin County pooled cash account, California Asset Management Program (CAMP), or other professional investment services permitted for all local agencies under California Government Code Section 53601(p). Funds shall be placed with these investment services as alternative liquid investments under this policy.
7.2. Shares of Beneficial Interest issued by diversified management companies, otherwise known as Mutual Funds, investing in the securities and obligations as authorized by the California Government Code, sections 53601 et seq.
7.3. United States Treasury Bills, Notes, Certificates of Indebtedness, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest.
7.4. Savings Accounts or Certificates of Deposit issued by a nationally or state chartered bank, or, savings association fully insured by the FDIC or FSLIC.
7.5. U.S. Federal Agency or United States government-sponsored enterprise obligations, participations or other instruments issued by the Government National Mortgage Association (GNMA), the Federal Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Federal Home Loan Mortgage Association (FHLMC), the Federal Farm Credit System (FFCB), and the Federal Agricultural Mortgage Company/Farmer Mac (FAMCA).
7.6. Medium Term Corporate Notes, defined as all corporate and depository institution debt securities with a maximum remaining maturity of five years or less, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state operating within the United States. Notes eligible for investments under this subdivision shall be rated “A” or better by a nationally recognized rating service.
8. Maximum Maturities - To the extent possible, investments shall be made to match anticipated cash flow requirements. Furthermore, no investment with a term in excess of five years may be made.
Item 7.2
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9. Internal Control - As part of the City’s annual independent audit, the investment program shall be reviewed for appropriate internal controls that provide assurance of compliance with policies and procedures.
10. Reporting - The City Manager shall provide the City Council with a quarterly report of investment activity verifying that the investment portfolio is in compliance with the City’s investment policy. The report will also include a statement indicating the City’s ability to meet its expenditure requirements for the ensuing six months or to provide an explanation as to why sufficient funds shall not or will not be available.
11. Ethics and Conflicts of Interest – Officers and employees involved in the investment process shall refrain from personal business activities that could conflict with proper execution of the investment program, or which could impair their ability to make impartial decisions.
12. Investment Policy Review - The City Council shall review the investment policy annually. The Council shall accept and approve the investment policy and any changes.
Item 7.2
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INVESTMENT TYPE AMOUNT YIELD PORTFOLIO %
Pooled Cash $158,959,244 4.37% 0.0%
Money Market $14,783 0.40% 0.3%
U.S. Treasury / Agency Sec. $1,420,000 4.14% 32.0%
FDIC Insured Certificate of Deposits (CD's) $847,000 4.41% 19.1% Corp. Medium Term Notes $2,155,000 2.69% 48.6%
Total Special Funds $163,396,027 3.20% 100%
The City's investments comply with the City's Investment Policy, internal controls and department procedures.
MATURITY YEAR AMOUNT INVESTMENT %
2025 $730,000 17%
2026 $735,000 17%
2027 $499,000 11%
2028 $563,000 13%
2029 $680,000 15%
2030 $1,215,000 27%
AMOUNT YIELD
Pooled Cash $158,959,244 4.37%
Mountain House Investment Portfolio
Pooled Cash
Maturity Schedule
Money Market,
$14,783, 0%
U.S. Treasury / Agency
Sec., $1,420,000, 32%
FDIC Insured Certificate of Deposits (CD's),
$847,000, 19%
Corp. Medium Term Notes,
$2,155,000, 49%
PORTFOLIO COMPOSITION
Item 7.2
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AMOUNT YIELD
Money Market $14,783 0.40%
ISSUER TYPE PRICE AMOUNT YIELD CASH FLOW MAT. CUSIP#
TVA - US Agency AGY $110.49 $235,000 3.25% $15,863 11/1/2025 880591CJ9 FED Home Loan Bank AGY $99.80 $315,000 4.21% $13,073 10/3/2028 3130B32K8 Federal Farm Credit Bank AGY $100.00 $280,000 5.00% $14,000 4/9/2029 3133ERAC5 Fanny Mae AGY $100.00 $295,000 4.00% $11,800 4/10/2030 3136GAFE4 Freddie Mac AGY $100.00 $295,000 4.25% $12,538 5/20/2030 3134HBSE2 Total & Average $1,420,000 4.14% $67,273
ISSUER TYPE PRICE AMOUNT YIELD CASH FLOW MAT. CUSIP#
Capital One Bank FDIC CD $100.00 $244,000 4.50% $10,980 5/17/2027 14042RVT5 Wells Fargo Bank FDIC CD $100.00 $248,000 5.05% $12,524 11/14/2028 949764HT4 BMW Bank NA FDIC CD $100.00 $150,000 4.00% $6,000 5/9/2029 05612LER9 AMEX Bank FDIC CD $100.00 $205,000 4.10% $8,405 5/7/2030 02589AHH8 Total & Average $847,000 4.41% $37,909
ISSUER Type Price AMOUNT YIELD CASH FLOW MAT. CUSIP#
Bank of America STEP MTN $100.00 $100,000 0.85% $1,000 10/30/2025 06048WK25 Local Initiatves Sup. MTN $100.00 $130,000 1.00% $1,300 11/15/2025 53961LAA7 Georgia Pacific MTN $108.49 $265,000 4.20% $19,544 12/1/2025 373298BN7 Deutche Bank NY MTN $101.35 $260,000 1.40% $4,384 3/19/2026 25160PAF4 Morgan Stanley MTN $109.42 $255,000 1.20% $7,969 7/27/2026 61761J3R8 Baker Hughes MTN $101.68 $220,000 1.70% $4,534 12/15/2026 05724BAD1 Toyota Motor Credit MTN $100.00 $255,000 4.35% $11,093 10/22/2027 89236TMU6 Morgan Stanley STEP MTN $100.00 $250,000 4.51% $11,000 1/31/2029 61760QPN8 JP Morgan Chase MTN $100.00 $420,000 5.00% $21,000 2/14/2030 48135NTF3 Total & Average $2,155,000 2.69% $81,823
Total & Average of Invested Funds $4,422,000 3.48% $187,004 FDIC Insured Certificate of Deposits (CD's)
U.S. Treasury / Agency Sec.
Corporate Medium Term Notes
Invested Funds
Money Market Item 7.2
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City of Mountain House
Monthly Financial Report
April 2025
Item 7.3
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City of Mountain House
Pooled Cash Report
April 30, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 42,031,222
Fund 102 - TIF ADMIN FEES 1,228,474
Fund 103 - CFF ADMIN FEES 1,240,541
Total General Funds $ 44,500,237
Special Revenue Funds
Fund: 104 - BUILDERS 2,392,059
Total Special Revenue Funds 2,392,059
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 10,848,120
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY 424,433
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (1,077,556) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 1,560,084
Total Special Assessment Funds 11,755,081
Restricted Funds
Fund: 301 - TIF IMPACT FEES 17,164,820
Fund: 302 - CFF IMPACT FEES 27,304,517
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 220,720 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 763,201 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,796,769 Fund 310 - MEASURE K 450,367
Fund 311 - GAS TAX -
Fund: 320 - AFFORDABLE HOUSING FEE 10,514,246
Total Impact Fee Funds 58,214,639
Enterprise Funds
WATER OPERATIONS 6,425,395
WASTEWATER OPERATIONS 5,113,891
STORM OPERATIONS 8,318,968
Total Enterprise Funds 19,858,254
Developer Funds 9,964,025
Capital Projects Fund 9,200,596
$ 155,884,893
Item 7.3
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Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
GENERAL FUNDS
Fund: 101 - GENERAL FUND
Revenue 12,117,168 12,117,167 12,124,455 - 12,124,455 7,288 100% Expense 11,163,289 11,211,289 4,327,479 538,642 4,866,122 6,345,167 43% 953,879 905,878 7,796,976 (538,642) 7,258,333 6,352,455 Fund: 102 - TIF ADMIN
Revenue 116,200 116,200 233,360 - 233,360 117,160 201%
Expense 205,000 205,000 24,091 67,808 91,899 113,101 45% (88,800) (88,800) 209,269 (67,808) 141,461 230,261
Fund: 103 - CFF ADMIN
Revenue 139,400 139,400 303,070 - 303,070 163,670 217%
Expense 195,000 195,000 20,091 59,808 79,899 115,101 41% (55,600) (55,600) 282,979 (59,808) 223,171 278,771
TOTAL GENERAL FUNDS
Revenue 12,372,768 12,372,767 12,660,885 - 12,660,885 288,118 102% Expense 11,563,289 11,611,289 4,371,662 666,258 5,037,920 6,573,368 43% 809,479 761,478 8,289,223 (666,258) 7,622,965 (6,285,250)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 6,216,583 5,026,492 2,349,136 - 2,349,136 (2,677,356) 47% Expense 5,602,649 6,182,649 2,159,932 84,147 2,244,079 3,938,570 36% 613,934 (1,156,157) 189,204 (84,147) 105,057 1,261,214
TOTAL SPECIAL REVENUE FUNDS
Revenue 6,216,583 5,026,492 2,349,136 - 2,349,136 (2,677,356) 0 Expense 5,602,649 6,182,649 2,159,932 84,147 2,244,079 3,938,570 0 613,934 (1,156,157) 189,204 (84,147) 105,057 (6,615,925)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 11,194,430 11,554,430 9,721,667 - 9,721,667 (1,832,763) 84% Expense 13,164,806 14,768,949 2,320,257 1,549,489 3,869,747 10,899,203 26% (1,970,376) (3,214,519) 7,401,410 (1,549,489) 5,851,920 9,066,440 Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 9,461,014 9,461,014 4,972,665 - 4,972,665 (4,488,349) 53% Expense 9,461,014 9,461,014 4,853,314 156,065 5,009,379 4,451,635 53% - (0) 119,351 (156,065) (36,714) (36,714)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 4,845,940 4,845,940 926,657 - 926,657 (3,919,283) 19% Expense 4,845,940 4,845,940 2,054,523 420,975 2,475,498 2,370,442 51% - 0 (1,127,867) (420,975) (1,548,842) (1,548,842)
Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 887,697 1,107,697 903,127 - 903,127 (204,570) 82% Expense 1,632,020 1,632,020 426,770 46,600 473,370 1,158,650 29% (744,323) (524,323) 476,357 (46,600) 429,757 954,080
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 26,389,081 26,969,081 16,524,116 - 16,524,116 (10,444,965) 61% Expense 29,103,781 30,707,924 9,654,865 2,173,129 11,827,994 18,879,930 39% (2,714,700) (3,738,843) 6,869,251 (2,173,129) 4,696,122 8,434,964
RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 4,092,400 4,092,400 7,550,127 - 7,550,127 3,457,727 184% Expense 3,992,400 3,992,400 1,920,938 - 1,920,938 2,071,462 48% 100,000 100,000 5,629,189 - 5,629,189 5,529,189
Item 7.3
Mountain House Page 19 of 278
Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 4,750,645 4,750,645 9,799,581 - 9,799,581 5,048,936 206% Expense 4,794,200 4,794,200 4,231,444 - 4,231,444 562,756 88% (43,555) (43,555) 5,568,137 - 5,568,137 5,611,692
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 40,329 - 40,329 (671) 98%
Expense 27,750 27,750 1,307 20,900 22,207 5,543 80%
13,250 13,250 39,021 (20,900) 18,121 4,871
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 61,430 - 61,430 1,430 102%
Expense 32,800 32,800 10,129 10,924 21,053 11,747 64%
27,200 27,200 51,301 (10,924) 40,377 13,177
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 384,237 - 384,237 14,237 104%
Expense 39,500 39,500 19,180 13,266 32,445 7,055 82%
330,500 330,500 365,058 (13,266) 351,792 21,292
Fund: 310 - MEASURE K
Revenue - 588,391 450,367 - 450,367 (138,024) 77%
Expense - - - -
- 588,391 450,367 - 450,367 (138,024)
Fund: 311 - GAS TAX
Revenue - 601,700 - (601,700) 0%
Expense - - - - -
- 601,700 - - - (601,700)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 10,514,246 - 10,514,246 10,514,246
Expense - - - -
- - 10,514,246 - 10,514,246 10,514,246
TOTAL RESTRICTED FUNDS
Revenue 9,314,045 10,504,136 28,800,317 - 28,800,317 18,296,181 274% Expense 8,886,650 8,886,650 6,182,998 45,090 6,228,088 2,658,562 70% 427,395 1,617,486 22,617,319 (45,090) 22,572,229 20,954,743
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 7,102,976 7,102,976 5,714,831 - 3,796,226 - 53% Expense 7,102,976 7,909,289 3,519,463 490,737 2,164,488 668,471 27% - (806,313) 2,195,368 (490,737) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,580,000 1,580,000 - - - - 0%
Expense 1,580,000 7,108,958 198,311 9,520 127,103 76,960 2% - (5,528,958) (198,311) (9,520) (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 5,745,535 5,745,535 4,246,157 2,923,286 - 51%
Expense 5,705,535 5,745,535 2,846,043 2,811,933 - 49%
40,000 - 1,400,114 - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 - 2,757,134 -
Expense 40,000 - 1,626,360 - 1,626,360 -
(40,000) - 1,130,774 - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,001,709 4,001,709 2,934,793 - 2,934,793 (1,066,916) 73% Expense 2,996,823 3,516,123 1,900,697 433,785 2,334,482 1,181,642 66% 1,004,886 485,586 1,034,097 (433,785) 600,312 114,726
Fund: 522 - WASTEWATER CAPITAL PROJECTS
Revenue - - -
Expense 434,035 181,493 19,883 201,376 232,659 46%
- (434,035) (181,493) (19,883) (201,376) 232,659
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,171,874 4,171,874 3,183,408 - 3,183,408 (988,466) 76% Expense 4,171,874 4,171,874 2,160,505 - 2,160,505 2,011,369 52% - - 1,022,904 - 1,022,904 1,022,904
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - 2,090,124 2,090,124 2,090,124
Expense - 1,283,355 1,283,355 (1,283,355)
- - 806,770 806,770 806,770
Fund: 541 - STORM OPERATIONS
Revenue 929,012 929,012 898,740 - 898,740 (30,272) 97%
Expense 1,323,583 1,281,350 355,630 137,420 493,050 788,300 38% (394,571) (352,338) 543,109 (137,420) 405,689 758,027
Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense 1,571,427 - 1,571,427 0%
- (1,571,427) - - - 1,571,427
Item 7.3
Mountain House Page 20 of 278
Months to date 10
City of Mountain House % of year to date 83%
Budget Report as of April 30, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,465,196 1,465,196 1,109,578 - 1,109,578 (355,618) 76% Expense 1,465,196 1,465,196 773,294 - 773,294 691,902 53% - - 336,284 - 336,284 336,284
Fund: 544 - STORM DEBT SERVICE
Revenue - 745,131 - 745,131 745,131
Expense - 445,890 - 445,890 (445,890)
- - 299,240 299,240 299,240
TOTAL ENTERPRISE FUNDS
Revenue 24,996,302 24,996,302 23,679,897 - 20,438,421 393,983 82% Expense 24,385,987 33,203,788 15,291,040 1,091,346 14,421,837 5,493,484 43% 610,315 (8,207,486) 8,388,857 (1,091,346) 6,016,584 (5,099,501)
CAPITAL PROJECTS
Revenue 3,950,000 3,950,000 - - - (3,950,000) 0%
Expense 3,950,000 10,366,228 1,938,576 2,165,176 4,103,752 6,262,476 40% - (6,416,228) (1,938,576) (2,165,176) (4,103,752) 2,312,476 83,238,779 83,818,778 84,014,351 - 80,772,875 1,905,961 96% 83,492,356 100,958,527 39,599,072 6,225,147 43,863,671 43,806,390 43% (253,577) (17,139,749) 44,415,279 (6,225,147) 36,909,204 45,712,351 Item 7.3
Mountain House Page 21 of 278
City of Mountain House
Monthly Financial Report
May 2025
Item 7.3
Mountain House Page 22 of 278
City of Mountain House
Pooled Cash Report
May 31, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 47,158,776
Fund 102 - TIF ADMIN FEES 1,249,119
Fund 103 - CFF ADMIN FEES 1,264,601
Total General Funds $ 49,672,497
Special Revenue Funds
Fund: 104 - BUILDERS 2,724,400
Total Special Revenue Funds 2,724,400
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 10,678,097
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY (982,560)
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (1,236,733) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 1,522,166
Total Special Assessment Funds 9,980,970
Restricted Funds
Fund: 301 - TIF IMPACT FEES 17,895,744
Fund: 302 - CFF IMPACT FEES 28,120,093
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 218,543 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 760,725 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,792,244 Fund 310 - MEASURE K 450,367
Fund 311 - GAS TAX -
Fund: 320 - AFFORDABLE HOUSING FEE 10,616,456
Total Impact Fee Funds 59,854,171
Enterprise Funds
WATER OPERATIONS 6,166,163
WASTEWATER OPERATIONS 4,998,183
STORM OPERATIONS 8,262,176
Total Enterprise Funds 19,426,523
Developer Funds 9,167,003
Capital Projects Fund 9,200,596
$ 160,026,159
Item 7.3
Mountain House Page 23 of 278
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
GENERAL FUNDS
Fund: 101 - GENERAL FUND
Revenue 12,117,168 12,117,167 17,421,919 - 17,421,919 5,304,752 144% Expense 11,163,289 11,211,289 4,490,016 517,253 5,007,269 6,204,019 45% 953,879 905,878 12,931,903 (517,253) 12,414,649 11,508,771 Fund: 102 - TIF ADMIN
Revenue 116,200 116,200 255,952 - 255,952 139,752 220%
Expense 205,000 205,000 24,091 67,808 91,899 113,101 45% (88,800) (88,800) 231,861 (67,808) 164,053 252,853
Fund: 103 - CFF ADMIN
Revenue 139,400 139,400 329,078 - 329,078 189,678 236%
Expense 195,000 195,000 20,091 59,808 79,899 115,101 41% (55,600) (55,600) 308,987 (59,808) 249,179 304,779
TOTAL GENERAL FUNDS
Revenue 12,372,768 12,372,767 18,006,949 - 18,006,949 5,634,182 146% Expense 11,563,289 11,611,289 4,534,199 644,869 5,179,068 6,432,221 45% 809,479 761,478 13,472,750 (644,869) 12,827,881 (798,039)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 6,216,583 5,026,492 2,586,624 - 2,586,624 (2,439,868) 51% Expense 5,602,649 6,182,649 2,197,986 46,094 2,244,079 3,938,570 36% 613,934 (1,156,157) 388,638 (46,094) 342,544 1,498,701
TOTAL SPECIAL REVENUE FUNDS
Revenue 6,216,583 5,026,492 2,586,624 - 2,586,624 (2,439,868) 1 Expense 5,602,649 6,182,649 2,197,986 46,094 2,244,079 3,938,570 0 613,934 (1,156,157) 388,638 (46,094) 342,544 (6,378,438)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 11,194,430 11,554,430 9,721,667 - 9,721,667 (1,832,763) 84% Expense 13,164,806 14,768,949 2,457,292 1,472,132 3,929,424 10,839,525 27% (1,970,376) (3,214,519) 7,264,375 (1,472,132) 5,792,243 9,006,762 Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 9,461,014 9,461,014 4,972,665 - 4,972,665 (4,488,349) 53% Expense 9,461,014 9,461,014 6,256,870 154,140 6,411,010 3,050,004 68% - (0) (1,284,204) (154,140) (1,438,344) (1,438,344)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 4,845,940 4,845,940 926,657 - 926,657 (3,919,283) 19% Expense 4,845,940 4,845,940 2,200,261 333,374 2,533,635 2,312,305 52% - 0 (1,273,604) (333,374) (1,606,978) (1,606,978)
Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 887,697 1,107,697 903,127 - 903,127 (204,570) 82% Expense 1,632,020 1,632,020 451,039 46,600 497,639 1,134,382 30% (744,323) (524,323) 452,088 (46,600) 405,488 929,812
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 26,389,081 26,969,081 16,524,116 - 16,524,116 (10,444,965) 61% Expense 29,103,781 30,707,924 11,365,461 2,006,246 13,371,707 17,336,216 44% (2,714,700) (3,738,843) 5,158,655 (2,006,246) 3,152,408 6,891,251
RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 4,092,400 4,092,400 8,281,051 8,281,051 4,188,651 202% Expense 3,992,400 3,992,400 1,920,938 1,920,938 2,071,462 48% 100,000 100,000 6,360,113 - 6,360,113 6,260,113
Item 7.3
Mountain House Page 24 of 278
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 4,750,645 4,750,645 10,640,741 10,640,741 5,890,096 224% Expense 4,794,200 4,794,200 4,231,444 4,231,444 562,756 88% (43,555) (43,555) 6,409,297 - 6,409,297 6,452,852
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 40,329 - 40,329 (671) 98%
Expense 27,750 27,750 3,484 18,723 22,207 5,543 80%
13,250 13,250 36,844 (18,723) 18,121 4,871
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 61,430 - 61,430 1,430 102%
Expense 32,800 32,800 12,606 8,448 21,053 11,747 64%
27,200 27,200 48,825 (8,448) 40,377 13,177
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 384,237 - 384,237 14,237 104%
Expense 39,500 39,500 23,705 8,740 32,445 7,055 82%
330,500 330,500 360,532 (8,740) 351,792 21,292
Fund: 310 - MEASURE K
Revenue - 588,391 450,367 - 450,367 (138,024) 77%
Expense - - - -
- 588,391 450,367 - 450,367 (138,024)
Fund: 311 - GAS TAX
Revenue - 601,700 - (601,700) 0%
Expense - - - - -
- 601,700 - - - (601,700)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 10,616,456 - 10,616,456 10,616,456
Expense - - - -
- - 10,616,456 - 10,616,456 10,616,456
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - 30,000 30,000 (30,000)
- - - (30,000) (30,000) (30,000)
TOTAL RESTRICTED FUNDS
Revenue 9,314,045 10,504,136 30,474,611 - 30,474,611 19,970,475 290% Expense 8,886,650 8,886,650 6,192,177 65,911 6,258,088 2,628,562 70% 427,395 1,617,486 24,282,434 (65,911) 24,216,523 22,599,037
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 7,102,976 7,102,976 5,715,083 - 3,796,226 - 53% Expense 7,102,976 7,909,289 3,681,835 483,009 2,164,488 668,471 27% - (806,313) 2,033,249 (483,009) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,580,000 1,580,000 - - - - 0%
Expense 1,580,000 7,108,958 204,352 9,520 127,103 76,960 2% - (5,528,958) (204,352) (9,520) (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 5,745,535 5,745,535 4,246,832 2,923,286 - 51%
Expense 5,705,535 5,745,535 2,846,959 2,811,933 - 49%
40,000 - 1,399,873 - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 - 2,757,134 -
Expense 40,000 - 1,626,360 - 1,626,360 -
(40,000) - 1,130,774 - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,001,709 4,001,709 2,934,793 - 2,934,793 (1,066,916) 73% Expense 2,996,823 3,516,123 1,975,206 393,084 2,368,289 1,147,834 67% 1,004,886 485,586 959,588 (393,084) 566,504 80,919
Fund: 522 - WASTEWATER CAPITAL PROJECTS
Item 7.3
Mountain House Page 25 of 278
Months to date 11
City of Mountain House % of year to date 92%
Budget Report as of May 31, 2025
Original
Budget
Current
Budget
Year to Date
Revenues/
Expenditures Encumbrances
Year to Date
Activity
(Year to Date +
Encumbrances)
Variance
Favorable
(Unfavorable)
Percent Used
to Date
Revenue - - -
Expense 434,035 181,493 19,883 201,376 232,659 46%
- (434,035) (181,493) (19,883) (201,376) 232,659
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,171,874 4,171,874 3,183,408 - 3,183,408 (988,466) 76% Expense 4,171,874 4,171,874 2,161,421 - 2,161,421 2,010,453 52% - - 1,021,987 - 1,021,987 1,021,987
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - 2,090,124 2,090,124 2,090,124
Expense - 1,283,355 1,283,355 (1,283,355)
- - 806,770 806,770 806,770
Fund: 541 - STORM OPERATIONS
Revenue 929,012 929,012 924,876 - 924,876 (4,136) 100%
Expense 1,323,583 1,281,350 432,478 73,247 505,725 775,625 39% (394,571) (352,338) 492,397 (73,247) 419,151 771,489
Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense 1,571,427 - 1,571,427 0%
- (1,571,427) - - - 1,571,427
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,465,196 1,465,196 1,109,578 - 1,109,578 (355,618) 76% Expense 1,465,196 1,465,196 774,211 - 774,211 690,985 53% - - 335,367 - 335,367 335,367
Fund: 544 - STORM DEBT SERVICE
Revenue - 745,131 - 745,131 745,131
Expense - 445,890 - 445,890 (445,890)
- - 299,240 299,240 299,240
TOTAL ENTERPRISE FUNDS
Revenue 24,996,302 24,996,302 23,706,961 - 20,464,557 420,119 82% Expense 24,385,987 33,203,788 15,613,561 978,742 14,470,152 5,445,169 44% 610,315 (8,207,486) 8,093,400 (978,742) 5,994,405 (5,025,050)
CAPITAL PROJECTS
Revenue 3,950,000 3,950,000 - - - (3,950,000) 0%
Expense 3,950,000 10,366,228 1,938,576 2,165,176 4,103,752 6,262,476 40% - (6,416,228) (1,938,576) (2,165,176) (4,103,752) 2,312,476 83,238,779 83,818,778 91,299,260 - 88,056,856 9,189,943 105% 83,492,356 100,958,527 41,841,959 5,907,038 45,626,847 42,043,213 45% (253,577) (17,139,749) 49,457,301 (5,907,038) 42,430,010 51,233,156 Item 7.3
Mountain House Page 26 of 278
TITLE: Shea Homes Annexation Fees for Tentative Tract Map 3506 MEETING DATE: August 13, 2025
PREPARED BY: Rochelle Henson, Principal Planner
RECOMMENDATION
Staff recommends that the City Council adopt a resolution establishing the annexation fee for Tentative Tract Map 3506 (known as the Rivani Property) for Shea Homes.
BACKGROUND
On January 13, 2021, the Mountain House Community Services District Board of Directors approved a resolution (Attachment A) requesting the San Joaquin Local Agency Formation Commission (LAFCo) to initiate proceedings for the incorporation of Mountain House. The incorporation boundary (Attachment B) included the Rivani Property (Tentative Tract Map 3506).
LAFCo approved the incorporation/reorganization on September 14, 2023 (Attachment C), and the San Joaquin County Board of Supervisors adopted a resolution directing the Registrar of Voters to conduct the incorporation/reorganization election on November 7, 2023. The election (Attachment D) was held in March 2024, and Mountain House officially became a city on July 1, 2024.
Although the Rivani Property was included in the incorporation boundary, it had not previously been annexed into Mountain House. As a condition of incorporation, the Community Services District and LAFCo agreed that the City could impose an annexation fee at the time the property owner seeks their first project approval, whether it is discretionary (an approval where the City has the ability to evaluate and condition the project, such as a subdivision map or use permit) or nondiscretionary (an approval that must be granted if it meets all established requirements, such as a building permit). This ensures the annexation fee is collected before any development activity moves forward.
Requirement of Annexation Fees
Annexation fees make sure that newly annexed properties pay their fair share of the costs of infrastructure, facilities, and programs that benefit them. This requirement comes from Assembly Bill (AB) 1600, which establishes the “legal nexus” principle, meaning the fee must be directly related to the benefits received. The annexation fee:
• Reimburses prior developers who oversized infrastructure (roads, utilities, etc.) to serve future areas such as Rivani.
• Helps fund community facilities, transportation improvements, and utility systems that provide a benefit to the annexed property.
Item 7.4
Mountain House Page 27 of 278
Without this fee, the cost of past and future improvements would be unfairly carried by existing property owners and developers who already paid into the system.
The authority for this process comes from Annexation Fee Ordinance MH‑3‑1404, adopted by the San Joaquin County Board of Supervisors on August 22, 2000, when acting as the governing body of the Community Services District.
DISCUSSION
Annexation Fee Calculation
The City retained Harris & Associates to conduct the legal nexus analysis and calculate the annexation fee.
Their work included:
• Reviewing community facilities, transportation, and utility infrastructure built to date. • Applying the provisions of the City's Community Facilities Fee (CFF) and Transportation Improvement Fee (TIF) ordinances.
• Identifying the Rivani Property’s proportional “fair share” of prior infrastructure costs.
This analysis resulted in a final annexation fee of $3,937,599.21, which will be required to be paid by Shea Homes. A detailed breakdown of this calculation, including the fee categories, responsible developers (including the City), and proportional shares, is provided in the table that follows and Annexation Fee Resolution (Attachment E).
The annexation fee consists of:
1. Creditable/Reimbursable Portion – Payable to developers (or the City) who advanced funds for oversizing infrastructure, in alignment with the CFF and TIF programs.
2. Non‑Reimbursable Portion – A one‑time payment to cover infrastructure costs above fee program caps.
Item 7.4
Mountain House Page 28 of 278
Waivers or Deferrals
Entities entitled to annexation fee proceeds may waive or defer their share. The resolution allows the City Manager, with confirmation from the City Attorney, to adjust Shea Homes’ payment if valid proof of such a waiver or deferral is provided.
FISCAL IMPACT
Calculating annexation fees is complex and requires specialized technical and legal support. The CFF and TIF programs require that 3% of all CFF and TIF fees collected be set aside for City administration of the program. This helps offset City costs for program updates and fee calculations. In addition, developers reimburse the City for a portion of consultant and legal costs related to their projects.
STRATEGIC PLAN
Approving this annexation fee supports the City’s 2025 Strategic Plan by:
• Ensuring that infrastructure and community facility costs are equitably shared by new development.
• Strengthening processes for planning, annexation, and entitlement review.
Item 7.4
Mountain House Page 29 of 278
• Providing transparent, predictable fee schedules for the development community.
ACTION FOLLOWING CITY COUNCIL APPROVAL
The City Manager will require Shea Homes to deposit the annexation fee into a designated account, and will disburse payments to entitled parties in accordance with the resolution.
ATTACHMENTS
A. Mountain House Community Services District Incorporation Resolution 2021-01 B. Incorporation Boundary Map
C. LAFCo Resolution 23-1526
D. Certified Election Results
E. Annexation Fee Resolution
Item 7.4
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ATTACHMENT A Item 7.4
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Rivani Property - TM 3506
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ATTACHMENT D
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ATTACHMENT E
RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE WHEREAS, Section MH-3-1404 of the Ordinance Code of the City of Mountain House sets forth the procedure to establish the annexation fee for each annexation to the City; and WHEREAS, the Board of Directors of the Mountain Community Services District approved by resolution a request to the San Joaquin Local Agency Formation Commission to initiate proceedings for the incorporation of Mountain House.; and
WHEREAS, the incorporation boundary included the area known as the Rivani property, Tentative Map 3506; and
WHEREAS, the incorporation/reorganization was approved by the San Joaquin Local Agency Formation Commission Board on September 14, 2023; and
WHEREAS, the San Joaquin Board of Supervisors adopted a resolution directing the Registrar of Voters to conduct the Mountain House incorporation/reorganization election on November 7, 2023; and WHEREAS, the election was held in March of 2024 and the election was certified on April 2, 2024 with Mountain House becoming a city on July 1, 2024; and WHEREAS, the City, in accordance with Section MH-3-1404 of the Ordinance Code, established the Annexation Fee for property annexing into the City, subject to the city’s determination of the amount of the fee; and
WHEREAS, the purpose of the annexation fee is to determine the owner of the annexing property’s fair share of the costs of infrastructure, plans and programs identified in Section MH- 3-1404 which fee shall be used to reimburse developers for oversizing such projects and to fund the costs of other community facilities, transportation improvements and utility facilities; and WHEREAS, the specific uses of the facilities to be funded are implicit in the facilities’ names as set forth in the annexation fee calculation; and
WHEREAS, in accordance with Section MH-3-1404, the reasonable relationship between the use of the annexation fee and the annexing property’s development is that the identified facilities and services will be available to and benefit the annexing property; and WHEREAS, the amount of the annexation fee is set forth below with a fair share calculation based on a reasonable relationship to the development of the annexing property; and WHEREAS, at the City ’s request, Harris & Associates calculated the annexation fee, which is hereby approved, using the formula and process for calculating the annexing property’s fair share of infrastructure, plans and programs, and the annexation fee that is hereby approved is $3,937,599.21 with more details in the table and notes below.
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WHEREAS, the entities entitled to the proceeds of the annexation fee may elect to waive or defer their rights to receive the proceeds of the annexation fee. The City Manager may reduce the amount of the annexation fee payable if he receives proof that is acceptable to him and the City Attorney of such a waiver or deferment; and
WHEREAS, Shea Homes shall deposit, or cause to be deposited, with the City the annexation fee as set forth above, less any reductions pursuant to the previous paragraph, within fourteen (14) days of adoption of this Resolution in the form directed by the City Manager.
NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Mountain House adopts the annexation fee for the property known as the Rivani property (TM 3506).
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TITLE: Approval of Resolution Adopting a Nonprofit Advertising and Donation Bin Policy Allowing Nonprofit Organizations to Promote their Programs and Initiatives in Public Areas of Town Hall and City Spaces
MEETING DATE: August 13, 2025
PREPARED BY: Laura Johnston, Recreation Manager
RECOMMENDATION
Staff recommends Council adopt a resolution approving the Nonprofit Advertising and Donation Bin Policy allowing nonprofits to promote their programs and initiatives, including free advertising and placement of donation bins, while ensuring alignment with city’s mission, safety, and operational standards.
BACKGROUND
The Parks and Recreation Department frequently receives inquiries from local nonprofit organizations seeking to promote their events, programs and fundraising efforts to the community with either posting their flyers and posters or by displaying their graphics on the closed-circuit displays. In addition, some organizations have expressed interest in placing donation bins in public areas of Town Hall and other city spaces to collect items such as toys, clothing, food, or school supplies for those in need.
Currently, the City has no formal policy governing how such requests are handled. Without clear guidelines, staff have addressed requests on a case-by-case basis, which can lead to inconsistent decisions and confusion among applicants.
DISCUSSION
The proposed Nonprofit Advertising & Donation Bin Policy establishes a clear process and eligibility requirements for nonprofits to post advertisements and install donation bins at City Hall.
Key elements of the proposed policy include:
• Eligibility is limited to sanctioned nonprofit organizations with a mission that benefits the community.
• Free advertising space on designated display areas inside Town Hall. • Donation bin placement in pre-approved, safe, and accessible areas for a limited period. • Application process requiring advance submission and review by City staff. • Maintenance responsibility placed on the nonprofit for keeping displays and bins clean and orderly.
• City discretion to approve, deny, or remove materials at any time.
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This policy balances the City’s desire to support local nonprofits with the need to maintain safety, operational efficiency, and neutrality in public facilities.
Staff recommends that the City Council Adopt the “Nonprofit Advertising & Donation Bin Policy” as presented, authorizing City staff to implement the program and manage requests in accordance with the policy guidelines.
FISCAL IMPACT
There is no anticipated fiscal impact to the City. Staff time for application review and coordination is expected to be minimal and absorbed within existing workloads.
STRATEGIC PLAN
Establishment of a Nonprofit Advertising and Donation Bin Policy will help in achieving the following goals:
• Increase Community Engagement
CEQA
Not applicable.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Upon City Council’s approval, staff will create an application, implement the program and manage requests in accordance with the policy guidelines.
ATTACHMENTS
A. Nonprofit Advertising and Donation Bin Policy for Public Areas of Town Hall and City Spaces B. Resolution Adopting Nonprofit Advertising and Donation Bin Policy for Public Areas of Town Hall and other City Spaces
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Attachment A
City Hall Nonprofit Advertising & Donation Bin Policy_DRAFT Purpose
The purpose of this policy is to provide a clear and consistent process for allowing nonprofit organizations to promote their programs and initiatives in public areas at Town Hall and other city spaces, including free advertising and placement of donation bins, while ensuring alignment with the City’s mission, safety, and operational standards.
1. Eligibility
• Must be a sanctioned 501(c)(3) nonprofit organization or equivalent under state law with the City of Mountain House.
o Applicants must submit the Nonprofit Verification Form and required documents • Organization’s mission and activities must benefit the community and align with City values. • Political, religious proselytizing, and for-profit activities are not permitted.
2. Application Process
1. Submission:
o Nonprofit must submit a Nonprofit Advertising & Donation Bin Request to the City Clerk’s Office at least 30 days prior to desired posting or bin installation date. o Application must include:
▪ Copy of City of Mountain House Nonprofit Verification status ▪ Description and dimensions of advertisement or bin
▪ Duration of display (desired start date/end date)
▪ Contact information for responsible party
2. Review:
o Applications will be reviewed by the City Clerk and Facilities Management for compliance with policy, space availability, and safety requirements. o The City Manager (or designee) will have final approval authority.
3. Advertising Guidelines
• Locations:
o Town Hall designated bulletin boards or display areas only o Town Hall closed circuit displays
• Size limit:
o Posters not to exceed 11” x 17” unless otherwise approved. o Displays should be 780x1080 dpi
• Duration: Max display time of 30 days, unless extended by approval. • Content: Must be informational, non-commercial, and free of offensive language or imagery. • The City reserves the right to remove materials that do not comply.
4. Donation Bin Guidelines
• Location:
o Bin must be placed in a pre-approved, low-traffic, non-obstructive public areas of Town Hall or other city spaces.
• Safety & Accessibility:
o Must not block exits, walkways, or ADA access.
• Appearance:
o Clean, professional, clearly labeled with nonprofit name/logo and contact information. • Maintenance:
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Attachment A
City Hall Nonprofit Advertising & Donation Bin Policy_DRAFT o Nonprofit organizations are responsible for the maintenance, upkeep, and timely emptying of the donation bins to prevent overflow and blight. o Failure to maintain the bins properly can result in violations, fines, or even removal of the bins.
o
• Duration: Bin may be installed for up to 30 days, renewable upon review. • Number of Bins:
o Organizations may request no more than 2 bins at a time. o No more than 4 bins may be placed in public areas of Town Hall or other city spaces.
5. Fees
• There is no fee for eligible nonprofit advertising or donation bin placement.
6. Disclaimers
• The City does not endorse any specific nonprofit or cause. • The City reserves the right to deny or revoke permission at any time for policy violations, safety concerns, or operational needs.
7. Approval & Records
• Approved applications will be documented and retained in the City Clerk’s office for at least two years.
• The nonprofit contact person will receive written confirmation of approval or denial.
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ATTACHMENT B
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE, ADOPTING A POLICY TO
ALLOW NONPROFIT ORGANIZATIONS TO POST ADVERTISEMENTS AND PLACE DONATION BINS IN
PUBLIC AREAS OF TOWN HALL AND OTHER CITY SPACES
WHEREAS, the City of Mountain House values the contributions of nonprofit organizations in serving the needs of the community; and
WHEREAS, nonprofit organizations frequently request to promote their programs, events, and fundraising efforts in Town Hall and to place donation bins to collect goods for those in need; and WHEREAS, the City recognizes the benefit of allowing such activities while maintaining safety, operational efficiency, and neutrality in public facilities; and WHEREAS, the adoption of a formal policy provides clear and consistent guidelines for eligibility, application, placement, and maintenance of nonprofit advertising and donation bins; and WHEREAS, the proposed “Nonprofit Advertising & Donation Bin Policy” establishes procedures that are fair, transparent, and consistent with City values.
NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Mountain House does hereby adopt the Nonprofit Advertising and Donation Bin Policy attached hereto as Exhibit A and incorporated herein by reference.
BE IT FURTHER RESOLVED that the City Manager, or designee, is authorized to implement and administer the policy, including the review and approval of applications in accordance with the policy guidelines.
PASSED AND ADOPTED by the City Council of the City of Mountain House, California at a meeting thereof held on this the 13th day of August 2025, by the following vote, to wit:
AYES:
NOES:
ABSENT:
______________________________
ANDY SU, MAYOR
City of Mountain House
County of San Joaquin, State of California
ATTEST:
City Clerk of the City of Mountain
House, County of San Joaquin, State of
California
By: ___________________________
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TITLE: Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 MEETING DATE: August 13, 2025
PREPARED BY: Steven Pinkerton, City Manager
RECOMMENDATION
Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.
BACKGROUND
The City Council adopted the Strategic Plan for fiscal years 2025/2026 through 2026/2027 on April 9. The Plan provides a two-year roadmap organized around nine strategic priorities to guide City operations, policy direction, and resource allocation as Mountain House transitions into newly incorporated city.
The Plan was developed with input from the City Council, staff, and community stakeholders. It aligns with Council’s vision of transparent governance, exceptional public service, and thoughtful long-range planning. The Strategic Plan and its associated Work Plan Prioritization Matrix (Attachment A) support performance evaluation, fiscal planning, and continuous improvement across departments.
Staff provides this first quarterly update to report progress, identify completed items, and flag key next steps.
DISCUSSION
Staff has made measurable progress across all nine strategic priority areas. Highlights include:
• Incorporation Transition: The City has completed updates to the Municipal Code and Council policies.
The General Plan update contract has been awarded, with a community workshop planned for September 2025.
• Development: A conceptual design for the Community and Aquatic Center has been approved. Work has begun on the Economic Development Strategy and Affordable Housing Policies. • Public Safety: Fire Station 2 was completed and staffed in July. The Traffic Safety Enhancement Plan was adopted. Improvements to the security camera network and Sheriff’s data sharing are underway. • Transportation: Transit needs assessments are in progress. A Request for Proposals to pursue federal and state funding is underway. The Memorandum of Understanding with Valley Link remains on hold pending funding updates.
• Water Resources: Staff is actively pursuing federal funding for major infrastructure, including the Wicklund Cut and aquifer storage projects. Work continues on securing an emergency water supply agreement.
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• Fiscal Sustainability and Community Culture: Contracts are in place to review utility rates. The asset management plan and ten-year cash flow model are in development. • Communications and Transparency: The Crisis Communications Plan was completed in March.
Website accessibility updates and expansion of GoGov tools are ongoing. Strategic messaging initiatives are helping combat misinformation.
• Council and Staff Culture: Regular one-on-ones with Councilmembers and City Manager continue.
Strategic Plan updates have been integrated into budget documents, with upcoming sessions scheduled for August and September.
• Amenities and Quality of Life: Partnership efforts with Lammersville Unified School District are ongoing. Staff is reviewing code enforcement policies for parks and rentals in fiscal year 2026.
A full status update by department is included in Attachment A: Work Plan Prioritization Matrix (Updated July 16).
STRATEGIC PLAN
This report supports all nine strategic priority areas adopted in the fiscal years 2025/2026 through 2026/2027 Strategic Plan. Progress updates reflect the City's commitment to transparency, goal alignment, and effective delivery of services as a newly incorporated municipality.
Staff will continue to track, report, and adjust initiatives quarterly to ensure responsiveness to community needs and Council direction.
ATTACHMENTS
A. Work Plan Prioritization Matrix (Updated July 16).
B. Strategic Plan
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Strategic Plan 2025-27
EXECUTIVE SUMMARY
The City of Mountain House officially became a city on July 1, 2024. Since incorporation, City leadership has been focused on building a strong foundation for services, governance,
infrastructure, and quality of life. With a population of more than 28,000 and growing, Mountain House is committed to delivering exceptional municipal services while protecting the community’s unique character and long-term sustainability.
As a full-service city, Mountain House oversees everything from public safety and infrastructure to parks, planning, water services, communications, and economic development. The demands of managing a city are complex—from securing
critical resources and maintaining modern infrastructure to supporting rapid growth, retaining skilled staff, promoting transparency, and strengthening community trust.
This Strategic Plan is a two-year roadmap developed by the City Council, City Manager’s Office, and department leaders to guide decision-making, align priorities, and keep Mountain House moving forward. It reflects our commitment to thoughtful planning, responsible stewardship, and responsive local government.
Each initiative outlined in the plan is designed to support the City’s mission:
To provide responsive service to our growing community that exceeds expectations at a fair value. 9 KEY STRATEGIC AREAS
INCORPORATION TRANSITION
Support Mountain House’s transformation into a fully functioning city through updated codes, policies, land use regulations, and physical space for a growing team.
DEVELOPMENT
Advance economic development, housing policies, and longterm land use strategies to support vibrant neighborhoods, accessible amenities, and a strong local economy.
PUBLIC SAFETY
Expand safety services and tools—including a second fire station, law enforcement engagement, neighborhood traffic programs, and technology upgrades—to keep residents safe and supported.
TRANSPORTATION
Improve road safety, transit access, and long-range mobility through smart transportation planning and collaboration with regional partners like Valley Link.
WATER RESOURCES
Protect water reliability through emergency planning, infrastructure upgrades, and grant funding.
FISCAL SUSTAINABILITY &
COMMUNITY CULTURE
Maintain strong finances while preserving Mountain
House’s identity and values.
COMMUNICATIONS & TRANSPARENCY
Engage residents through clear, accessible, and proactive communication.
COUNCIL & STAFF CULTURE
Strengthen teamwork and accountability through training and connection.
AMENITIES & QUALITY OF LIFE
Expand parks, events, and spaces that bring the community together.
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Strategic Plan 2025-27
COUNCIL WORK PLAN PRIORITIES
This Work Plan outlines key actions supporting the City Council’s strategic goals for 2025–2027. It guides staff, aligns resources, and reflects our commitment to transparency, quality of life, and sustainable growth.
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Strategic Plan 2025-27 Item 8.1
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Strategic Plan 2025-27
CONTENTS
Executive Summary 2
Organizational Structure & City Leadership 4
Message from the City Manager 5
Strategic Planning Process & City Mission 6
Department Goals & Key Initiatives 8
Public Safety & Emergency Preparedness 14
Infrastructure, Development & Community Services 16
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Strategic Plan 2025-27
ORGANIZATIONAL STRUCTURE
CITY COUNCIL
The City of Mountain House is governed by a five-member City Council, elected at large by residents.
Each Councilmember serves as a representative of the entire community. From among its members, the Council appoints a Mayor and Vice Mayor annually. The Council is responsible for setting policy, adopting the budget, and guiding the City’s long-term vision. To implement these policies, the Council appoints a City Manager, who oversees all City departments and operations.
EXECUTIVE MANAGEMENT TEAM
Our Executive Management Team leads the strategic direction of the City, ensuring that day-to-day operations align with long-term goals. Together, they oversee essential services—from public safety and infrastructure to community development and resident engagement. Their mission is simple:
deliver efficient, reliable, and responsive service that supports a thriving Mountain House—every day, for every resident.
Bernice King
Tingle
Vice Mayor
Matt Disko
Council Member
Ronna Green
Council Member
Dan Harrison
Council Member
Sarah Ragsdale
Administrative
Service Director
Margaret
Wimberly
City Clerk
Amanda Durbin
Communications
Officer
Jodi Almassy
Deputy City
Manager
Marty
Cornilsen
Fire Chief
Armando
Izaguirre
Police Chief
Andy Su
Mayor
Steve Pinkerton
City
Manager
John Bakker
City
Attorney
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Strategic Plan 2025-27
MESSAGE FROM
OUR CITY MANAGER
What started as a vision for a master-planned community in the early 2000s has transformed into one of California’s most dynamic, diverse, and fast-growing cities. And now, as your first City Manager, I have the honor of helping write the next chapter.
Today, Mountain House is home to over 28,000 residents and growing rapidly. We are a young city— full of energy, promise, and momentum. Our community is one of the most diverse in the region, with residents from all over the world who bring passion, innovation, and a shared belief in the power of possibility. With a median household income above the state average and some of the top-ranked public schools in San Joaquin County, we’re building a city that families are proud to call home.
This Strategic Plan for Fiscal Years 2025–2027 is our blueprint for the future. It outlines nine core priorities that reflect the values and goals of our community:
• Completing the transition into a fully functioning city government • Enhancing public safety services and infrastructure
• Managing smart and sustainable development
• Improving transportation and mobility
• Securing long-term water reliability
• Ensuring fiscal sustainability
• Expanding community engagement and transparency
• Building a strong internal culture
• Enhancing the quality of life for all residents
This plan reflects months of collaboration among City departments, Council members, and community stakeholders. We are not simply managing growth—we’re leading it with purpose. We’re not just delivering services—we’re building systems and partnerships that will sustain Mountain House for decades to come. Whether it’s opening a second fire station, launching new transportation options, expanding community events, or upgrading vital infrastructure, our focus remains on long-term impact and community trust.
To our residents: thank you. Your ideas, feedback, and pride in this community are the heartbeat of our city. To our Council and staff: thank you for your relentless dedication to excellence. And to all who believe in the future of Mountain House—I look forward to walking this journey with you.
We are building something truly special here. Let’s continue to lead with heart, serve with purpose, and shape a city that reflects the very best of who we are.
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Strategic Plan 2025-27
The City of Mountain House Strategic Plan Fiscal
Years 2025–2027 was developed through a
collaborative, community-centered process
involving our City Council, executive leadership,
department staff, and public feedback.
As a newly incorporated city, this plan marks a
foundational step in aligning our goals with the
needs and vision of our growing community. We
began by identifying the major opportunities and
challenges facing Mountain House—ranging
from public safety and infrastructure to
community identity, sustainability, and service
delivery.
The City Manager’s Office facilitated crossdepartmental meetings and strategy sessions to define goals, map out priorities, and shape
measurable objectives. Staff across departments
contributed their expertise to ensure each goal
was realistic, future-focused, and tied directly to
community outcomes.
City Council reviewed the plan’s priorities during
working sessions and public meetings, offering
direction on policy alignment and fiscal
responsibility. Feedback from residents was
incorporated through town halls, surveys, and
real-time app interactions via the My Mountain
House platform. This figure illustrates the
structure of the City of Mountain House
Strategic Plan FY 2025–2027. Each layer builds
upon the one above it, creating a clear path from
vision to action.
THE STRATEGIC PROCESS
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Strategic Plan 2025-27
CITY’S
MISSION
The City of Mountain House is committed to a
fiscally balanced budget through responsible
governance and transparent communication,
while providing reliable services, vibrant parks,
diverse recreation, and maintaining a safe and
inclusive community for all.
CITY’S
VALUES
• Ethics: To hold to the highest ethical standards and to act with transparency, honesty and integrity.
• Responsibility: To accept responsibility for our individual and collective actions, and to have the courage to take appropriate actions on behalf of the whole irrespective of political pressures.
• Vision: To be visionary, innovative and resourceful.
• Community-Minded: To create a vibrant, thriving, and resilient community and to build strong, positive partnerships with residents and stakeholders. • Respect: To interact respectfully, use active listening skills and develop self- awareness to monitor how our actions impact ourselves and others.
• Competence: To competently discharge our duties and seek opportunities to increase our efficiency.
MISSION & VALUES
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Strategic Plan 2025-27
DEPARTMENT MISSION STATEMENTS,
ACTIVITIES AND OBJECTIVES
As part of our comprehensive review and update of the Strategic Plan, each department has taken a deep dive into its core responsibilities, mission, and the essential services it provides. This effort ensures that residents and stakeholders gain a clearer understanding of the wide range of tasks and initiatives already being managed by City staff.
In this process, departments assessed current programs, identified opportunities for improvement, and aligned their strategic objectives with the City's long-term vision. Using a future-focused approach, staff set priorities that anticipate community needs, enhance operational efficiency, and support sustainable growth.
This update reflects our commitment to transparency, innovation, and continuous improvement. By aligning our goals with emerging challenges and opportunities, we aim to provide the highest level of service while fostering a thriving, resilient, and connected community.
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CITY MANAGER’S OFFICE
The City Manager provides leadership and oversight into the City's day-to-day operations, ensuring services are delivered effectively and in alignment with the City's strategic goals. The City Manager directly oversees the following departments:
• City Clerk – Manages official City records, facilitates public meetings, oversees elections, and ensures compliance with transparency and public access laws. • Communications – Handles public information, media relations, community engagement, and ensures residents stay informed about City initiatives, events, and services. • Public Safety – Oversees law enforcement, fire protection, emergency response, and disaster preparedness to ensure community safety.
• Deputy City Manager’s Office – Manages essential operational services, including Public Works, Community Development, Code Compliance, Permitting Services, and Emergency Preparedness.
• Administrative Services – Provides internal support functions such as Human Resources, IT, Finance, Customer Service, Parks & Recreation, and Risk Management.
Strong
leadership.
Clear Direction.
A city that
works for
everyone.
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CITY CLERK
MISSION STATEMENT
The City Clerk’s office is dedicated to keeping local government transparent and accessible by maintaining accurate records, providing reliable support to the City Council and community, and ensuring regulatory compliance.
CURRENT ACTIVITIES
Provide administrative support to the City Council,
Ensure compliance with noticing requirements and posting of agendas Implementation of a new agenda management system and public facing agenda portal Managing public meetings
Responding to Public Records Request in accordance with State Law. Ensure compliance with Political Reform Act Requirements including Form 700s and Campaign Filing Requirements
STRATEGIC OBJECTIVES
Provide Support to the City Council
Ensure timely and accurate administrative support for City Council meetings and activities. Facilitate communication and coordination between City Council, commissions, and city staff.
Provide guidance on legislative procedures and policy implementation. Legislative Process & Agenda Management
Ensure Compliance with Legal Requirements
Publish City Council and commission agendas in accordance with legal deadlines and transparency standards.
Complete the implementation of an upgraded system to enhance accessibility and efficiency.
Conduct training for staff and City Council members on system functionality and best practices.
Records Management & Public Records
Ensure secure storage and accurate archiving of city documents. Integrate newly adopted ordinances into the Municipal Code in a timely manner. Conduct a comprehensive review of current records management practices. Update the Records Retention Policy to align with state compliance regulations. Process and respond to public records requests promptly and in accordance with state laws.
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2026 General Municipal Election
Establish deadlines for candidate filing, ballot measures, and other election-related activities. Draft and present staff reports and resolutions required for election consolidation with San Joaquin County.
Develop and distribute a candidate guide outlining filing procedures and campaign regulations Monitor and process all campaign finance filings as required by law. Political Reform Act Compliance
Conduct a review and implement necessary updates.
Track required training sessions for officials and ensure completion within mandated timeframes.
Oversee and verify that all required filings are submitted in accordance with Fair Political Practices Commission (FPPC) regulations.
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COMMUNICATIONS
MISSION STATEMENT
Committed to provide clear, transparent, and timely communication that informs, engages, and strengthens relationships with residents, businesses, and stakeholders. Through proactive outreach, responsive engagement, and multi-channel communication strategies, we ensure that every member of our community has access to accurate and meaningful information.
CURRENT ACTIVITIES
Managing daily media inquiries and issuing press releases to keep the public informed. Coordinating community meetings, town halls, and forums to foster civic engagement. Updating the City's website, My Mountain House app, and social media channels with realtime, relevant information. Responding to resident inquiries and ensuring accessibility to city services and programs. Developing promotional materials, newsletters, and multimedia content to highlight city initiatives.
Strengthening crisis communication planning through media monitoring, emergency alert testing, and misinformation response strategies.
Conducting media training for city staff to enhance preparedness and professionalism in public communication.
Building relationships with local journalists, digital media creators, and stakeholders to improve information flow.
STRATEGIC OBJECTIVES
Increase Community Engagement
Expand public participation through surveys, online engagement tools, and interactive forums.
Host quarterly town halls and live Q&A sessions with city leadership. Develop a resident feedback portal for transparent, two-way communication. Enhance Digital Accessibility and User Experience
Improve website functionality while maintaining a user-friendly interface (without AI chatbots).
Launch a mobile-friendly city app for service requests, alerts, and community engagement. Ensure all public materials are ADA-compliant and available in multiple languages. Strengthen Crisis Communication and Emergency Preparedness Develop a Crisis Communications Framework with predefined messaging templates for emergencies.
Conduct annual crisis simulation training for city officials and staff.
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Expand resident sign-ups for Everbridge emergency alerts to ensure real-time updates. Implement a Proactive Media Strategy
Hold monthly media briefings to share city updates and key initiatives. Strengthen relationships with local journalists, bloggers, and digital influencers to amplify messaging.
Establish a digital press room with easy access to press releases, fact sheets, and city reports.
Combat Misinformation and Strengthen Public Trust
Monitor and respond to digital misinformation with verified, fact-based messaging. Encourage residents to rely on official city channels for accurate information. Develop a "Myth vs. Fact" campaign to clarify common misconceptions about city policies. Improve Internal Communication and Staff Training
Launch an internal communications platform to streamline messaging across departments. Provide media training for department heads and frontline staff handling public inquiries. Establish an escalation process for efficiently routing resident concerns to the appropriate officials.
Highlight Community Success Stories
Showcase resident achievements, city developments, and community impact through social media and newsletters.
Implement an "Echoes of the Hills" series featuring local perspectives on city initiatives.
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PUBLIC SAFETY
The Public Safety Department ensures the protection and well-being of Mountain House residents through partnerships and direct services:
• Fire & Emergency Services – Provided through a contract with French Camp McKinley Fire District, ensuring rapid response to fire and medical emergencies.
Police Services – Contracted with the San Joaquin County Sheriff’s Office, providing law enforcement, crime prevention, and emergency response.
LAW ENFORCEMENT
MISSION STATEMENT:
The San Joaquin County Sheriff’s Department is dedicated to delivering quality service through the partnerships with the people we serve.
CURRENT ACTIVITIES:
Assist the community in establishing Neighborhood Watch programs. Provide deputies with training opportunities to enhance public safety. Provide Principled Policing training to include the four tenets of the policing approach:
voice, neutrality, respect and trustworthiness.
Explore new technologies available for the public safety sector and discuss with staff as appropriate.
Engage in community-oriented policing approach in our daily duties and interactions with any member of the public.
Coordinate use of security camera and license plate reader technology with Rank Security to help prevent and reduce overall crime in Mountain House. Continue the public – private partnership with the California Highway Patrol and Rank Security to provide and maintain the high level of public safety in Mountain House. Monitor and report on the effectiveness of the motorcycle unit. Plan and prepare for public safety services post-incorporation to ensure an efficient, smooth, and seamless transition.
STRATEGIC OBJECTIVES:
Seek out grant opportunities and alternate funding sources to maximize the City’s public safety budget.
Keep abreast of new technologies available in the public safety sector and keep the City apprised of such technology for potential use.
Provide input on community design standards that can reduce crime. Develop a master plan for installation of cameras.
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Provide recommendations for real-time monitoring, what we do with footage, and how to obtain footage from private residents.
Update the City’s security camera policy.
Identify intersections and sections of roads identified as dangerous. Schedule patrols of motor officer and California Highway Patrol as appropriate. Recommend traffic calming measures, such as speed bumps and traffic circles.
FIRE AND EMS
MISSION STATEMENT:
The proud members of the French Camp Fire Protection City are dedicated to serving the community we swore to protect through emergency response, preparation, and prevention.
CURRENT ACTIVITIES:
Finalize move in for second fire station.
Explore including a training facility in conjunction with second fire station. Complete fire study and continue to evaluate staffing needs, and, as needed and feasible, add personnel, apparatus, and equipment.
Upgrade current communication system for public safety and firefighter safety so portable radios can be heard throughout the city.
Update vehicle and equipment replacement schedule and ensure funding is in place to ensure timely purchases.
Assist City staff in determining the need for weed abatement to minimize fire hazards. Offer Community Emergency Response Team (CERT) classes to the community.
STRATEGIC OBJECTIVES:
Train command staff, fire fighters and reserves assigned to Mountain House to operate in the Mountain House Emergency Operations Center.
Plan for the opening and staffing of Station 12Upgrade current communication system for public safety and firefighter safety so portable radios can be heard throughout the city. Update vehicle and equipment replacement schedule and ensure funding is in place to ensure timely acquisition of needed apparatus and equipment. Continue working with AMR Ambulance to decrease response times to medical emergencies.
Explore and investigate opportunities to provide a cost-effective Advanced Life Support program.
Work with CERT members on a semi-annual basis to maintain operations skills and abilities Schedule and participate in training of City staff to ensure emergency operations planning related exercises take place on a quarterly or semi-annual basis. Work toward Advanced Life Support certification.
Assist in effort to change emergency response classification from rural to urban to improve response times.
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DEPUTY CITY MANAGER
The Deputy City Manager’s Office oversees multiple critical service areas that directly impact the City's infrastructure, development, public safety, and overall quality of life. The office coordinates the following departments to ensure the efficient and effective operation of the City:
Community Development guides the City’s growth and development to align with longterm planning goals and community needs. It includes:
Building and Safety Services – Provides building and safety services, including plan review, permitting, and inspections.
Construction Engineering – Ensures compliance with local, state, and federal regulations for construction activities.
Plan Checking and Design Services – Provides plan review and design services for subdivisions, community facilities, and utility infrastructure. Planning and Entitlement Services – Manages land use, zoning, and development projects.
Code Compliance & Permitting Services ensures adherence to City codes and ordinances, maintaining the safety and integrity of properties and developments. It includes:
Community Preservation – Focuses on property maintenance, nuisance abatement, and enforcement of local ordinances.
Emergency Preparedness ensures the city is ready to respond effectively to natural disasters, public safety threats, and other emergencies. This includes disaster response planning, coordination with emergency services, public safety education, and resilience initiatives.
Public Works is responsible for the maintenance and management of the City's essential infrastructure and services, including:
Engineering – Oversees capital improvement projects, infrastructure planning, and construction management.
Operations & Maintenance – Maintains roads, sidewalks, and other City assets to ensure public safety and sustainability.
Utilities Management – Ensures the safe and reliable delivery of water, wastewater, stormwater, and solid waste services.
Together, these departments work in coordination to ensure the city operates smoothly, efficiently, and in alignment with the community’s needs and long-term vision.
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COMMUNITY DEVELOPMENT
From planning and infrastructure to
public safety and community
development, we shape the spaces
where people live, work, and thrive.
BUILDING STRONG
FOUNDATIONS
CITY IN MOTION
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BUILDING AND SAFETY SERVICES
MISSION STATEMENT
To ensure the safety, health, and welfare of the community by providing comprehensive building and safety services, including plan review, permitting, and inspections, in compliance with local, state, and federal building codes and regulations.
CURRENT ACTIVITIES
Review and approve building plans for compliance with building codes, fire safety standards, energy efficiency requirements, and accessibility regulations. Issue building, mechanical, electrical, plumbing, and other construction-related permits. Conduct inspections to verify compliance with approved plans and applicable regulations. Enforce building and safety codes to ensure the structural integrity of residential, commercial, and public buildings.
Respond to public inquiries and provide guidance on building code requirements. Collaborate with developers, architects, engineers, and contractors to ensure projects meet all regulatory requirements.
Investigate and address code violations and unsafe building conditions. Implement and update permit processing procedures to improve efficiency and customer service.
Support emergency response and disaster recovery efforts related to building safety.
STRATEGIC OBJECTIVES
Enhance online permitting and plan review systems to improve accessibility and efficiency. Develop and implement digital archiving for building permits and inspection records. Streamline the inspection scheduling process to reduce delays and improve service delivery.
Provide ongoing training for staff to stay updated on the latest building codes and industry best practices.
Increase public outreach and education on building safety requirements and permitting procedures.
Improve coordination with other departments and agencies to ensure smooth development processes.
Collaborate closely with Code Enforcement division to address potential safety hazards before they become critical issues.
Improve online dashboard to track permit applications, inspection results, and code enforcement actions.
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CONSTRUCTION ENGINEERING
MISSION STATEMENT
Manages oversight of construction activities to ensure infrastructure and facilities are in compliance with the Master Plan and local, state, and federal regulations.
CURRENT ACTIVITIES
Oversee private development construction activities
Provide construction management, engineering, inspection, and quality assurance and control services for privately funded development projects Oversee consultant inspection services
Review information and respond to requests for information and to submittals and design change notices from developers’ engineers, contractors and designers Coordinate with various parties for construction activities Finalize offers of dedication for private development projects Review and finalize project acceptances
Coordinate with the Operations and Maintenance Department on landscaping acceptance
Support the Operations and Maintenance department with inspection service, various repair work, checking water values and blowing fire hydrants for stagnant water Administer as-built drawings, manuals and other construction-related reports and documentation
Assist with development of developer agreements, conditions of approval, special inspections, quality assurance and control services, and bonding requirements Coordinate with Operations and Maintenance to transfer construction projects to the City’s maintenance operations
Coordinate inspection and construction management services with Public Works
STRATEGIC OBJECTIVES
Streamline acceptance process for development-related infrastructure projects Complete offers of dedication and acceptance for all projects Manage record-keeping and construction administration process Expand services to Capital Improvement Program project delivery Item 8.1
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PLAN CHECKING AND DESIGN SERVICES
MISSION STATEMENT
To provide plan checking and design services to complete the approval of the privately designed subdivisions, community facilities, utility infrastructure, and other supporting infrastructure in compliance with the Master Plan and local, state, and federal regulations CURRENT ACTIVITIES:
Perform plan reviews and approvals
Prepare subdivision improvement agreements in conjunction with the map process Perform tentative maps reviews and draft conditions of approval Prepare subdivision improvement agreements and bonding requirements Process final maps for approval
Coordinate with developers on infrastructure design requirements and providing design review services
Develop procedures to make plan checking, map review and drafting improvement agreements more efficient
Ensure infrastructure is built in compliance with approved plans and specifications STRATEGIC OBJECTIVES:
Finalize submittal checklist requirements and publish this information online Update specifications and details when necessary
Improve document coordination and archiving of hard and electronic copies Collect, organize, scan, and store all maps and plans Implement Geographic Information System division
Expand the GIS-based archival system for improvement plans, final-map approvals, bonds for subdivisions, and improvement bonds
Implement the Water and Sewer Master Plan recommendations Item 8.1
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PLANNING AND ENTITLEMENT SERVICES
MISSION STATEMENT
To process development approvals and entitlements for development projects in Mountain House in conjunction with San Joaquin County.
CURRENT ACTIVITIES
Maintain positive and constructive relationships with developers Improve upon the wording of the Conditions of Approval in terms of clarity, enforceability, and relevance
Develop and process necessary development agreements
Process tentative maps, final maps, agreements, and bonding requirements Process and enforce conditions of approval
Process annexation applications
Collaborate on the development agreement process
Coordinate regional projects, including Valley Link, Route 205 Managed Lanes, and the Delta Conveyance Project
Complete the South Community Park
STRATEGIC OBJECTIVES
Continue to collaborate with developers and other partners to provide carefully planned, well-constructed, and regularly maintained infrastructure that safely serves residents, businesses, and visitors
Update the Master Plan and Specific Plans for the proposed land use and community facility changes
Update General Plan
Implement GIS division
Interactive development project dashboard
Support diverse housing options: affordable/work-force Continue cooperating with regional agencies on projects, including Valley Link, Route 205 Managed Lanes, and the Delta Conveyance project
Update the Public Land Equity Program and establish procedures for tracking dedicated lands and vouchers and identifying surpluses and deficit Continue to refine procedural guidelines for planning processes, application requirements, annexation fee calculations, and other entitlement processes Prepare a “cost of doing business” survey to compare Mountain House with other communities in the region
Economic development strategy
Begin initial phases of a transit-orientated development analysis Item 8.1
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CODE COMPLIANCE AND PERMITTING SERVICES
MISSION STATEMENT
To educate residents and enforce master plan restrictions, standards, ordinances, and other community approvals. Process building permits and certificate of compliance for all building permits and transportation permits.
CURRENT ACTIVITIES
Educate residents on code compliance and Covenants, Conditions, and Restrictions requirements
When necessary, elevate enforcement through warning and citations regarding violations of master restrictions and infractions related to noncompliance with codes Issue permits and certificate of compliance of all new building and permits in the City in cooperation with the County’s’ building department
Review design plans for homeowner requests for modifications Issue permits for home modifications, including landscaping, fencing, paint, exterior structures, and additions
Inspect and enforce standards
Inspect parking and right-of-way issues on vacant lots within the City Inspect municipal codes (public property) or master restrictions (private property) within the City
Enforce parking regulation and code requirements
Coordinate with the finance department to ensure collection of building permit or other fees
STRATEGIC OBJECTIVES
Work on educational and public information materials regarding code compliance and master restriction requirements
Continue implementation of non-standard vehicle online parking permit system Expand use of online permitting software for building permit requirements and other processes
Conduct semi-annual or annual property inspection for master restriction compliance postpurchase to disclose any additions or modifications for proper permitting with City and County
Work with master builders and developers to conduct educational forums regarding Master Restrictions and issue copies of Master Restrictions to property owners Develop educational materials regarding the street trees and sidewalk maintenance Assist in development of permitting processes for new commercial development projects Item 8.1
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COMMUNITY PRESERVATION
MISSION STATEMENT
To foster long-term partnerships between residents, retail, commercial entities and local government and to assist law enforcement to reduce the risk of being a crime victim.
CURRENT ACTIVITIES
Establish Neighborhood Watch Groups and Assist with National Night Out event Notify San Joaquin County Sheriff and Rank Security of security issues and need for additional enforcement efforts
Provide crime prevention education for homeowners and businesses Provide staff support to the Board’s Public Safety Committee
STRATEGIC OBJECTIVES
Establish Neighborhood Watch groups and National Night Out events in all neighborhoods Expand the Business Watch program
Update crime prevention handouts and social media posts to reflect relevant topics specific to community needs
Develop crime prevention plans unique to each village or commercial center Establish a Crime Prevention through Environmental Design program Host community safety workshops
Increase public safety messaging and presence at National Night Out, Neighborhood Watch meetings, and recreation events
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EMERGENCY PREPAREDNESS
Mission Statement:
To prepare staff to respond to emergencies in a safe and timely manner in compliance with federal and state guidelines to protect and preserve lives and property and maintain governmental services.
CURRENT ACTIVITIES:
Update the Emergency Operations Plan and annexes on an annual basis STRATEGIC OBJECTIVES:
Provide training for staff on emergency management procedures Update the Emergency Operations Plan and annexes on an annual basis Review and update the Emergency Response Plan
Equip the Emergency Operations Center
Assign and train two key trainers
Develop a training program for all employees including routine workshops and seminars for certification and refresher courses
Coordinate with San Joaquin County Sheriff’s Office, French Camp McKinley Fire Protection City, and Rank Security Services to conduct training exercises and workshops
PUBLIC WORKS
MISSION STATEMENT:
To provide the highest quality public works services to the community and other departments, using a balanced approach of maintaining a cost-effective operation and providing these services in a responsible and efficient manner.
ENGINEERING
MISSION STATEMENT:
To design, construct and maintain utilities and infrastructure in compliance with the Master Plan and local, state and federal regulations.
CURRENT ACTIVITIES:
Develop, design, construct, manage, and inspect capital improvement projects Ensure infrastructure is built in accordance with approved plans and specifications Maintain the Pavement Management Program with in-house staff Work with state and federal regulatory agencies to implement the regulations in water, wastewater, and stormwater management systems
Work with and assist the Community Development Department as needed Implement programs: tree maintenance, sidewalk repair and replacement, parks equipment repair and replacement
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Develop and implement signal timing plans
Finalize the communication system master plan
Finalize procurement contract for security camera system implementation Provide staff support to the San Joaquin Council of Governments STRATEGIC OBJECTIVES:
Implement Traffic Calming Program
Implement innovative/smart traffic solutions
Establish KPIs for reporting traffic issues
Create transparent and interactive tracking of transportation projects Pursue federal and state transportation grant funding opportunities Annually revise construction standard specifications and details MOU with ValleyLink
Multi-Modal Regional Mobility Hub
Launch local transit services
Implement the 5 Year Capital Improvements Program
Develop phased implementation of the small cell and 5G/6G wireless system Implement Traffic Management Center
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OPERATIONS AND MAINTENANCE
MISSION STATEMENT:
To provide efficient, attentive and courteous service to residents of Mountain House while providing a safe, efficient, sustainable and environmentally sound infrastructure system that enhances the quality of life while preserving the health, safety and aesthetics of our community.
Current Activities:
Manage customer service and residential work requests Generate and maintain scope and specifications for all contracted services Manage contract service agreements and requests for proposals Manage contracted services: landscaping; urban forest maintenance; street, park and pedestrian lighting; traffic signal and safety sign maintenance; janitorial services Perform roadway repairs and maintain signage and road markings Maintain buildings and structures
Maintain HVAC, lighting, and security systems; sidewalks, pathways, pedestrian bridges; sound walls, miscellaneous fencing; and parks, playgrounds and recreational facilities Maintain community aesthetics through painting, cleaning, and graffiti abatement STRATEGIC OBJECTIVES:
Launch tree program and tree ordinance
Establish KPIs for GOGov
Improve fleet transition to low-emission and improve preventative maintenance Establish and maintain an asset management program to track facility depreciation and the repairs required to restore or maintain value
Improve the capital improvement process by coordinating an asset management system with departmental needs and maintain a 10 – 25-year projected growth plan Establish a 25-year plan to track growth and to project equipment facility and labor needs Park maintenance and improvements:
Include needed improvements in the Capital Improvement Projects budget Ensure equity for neighborhood and community parks in terms of amenities Evaluate use of artificial turf on sports fields
Street tree maintenance and sidewalk repair program sustainability Item 8.1
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UTILITIES MANAGEMENT
MISSION STATEMENT:
To provide management for the municipal utilities and to ensure essential utility services are delivered to the community in a safe, reliable and environmentally sound manner.
CURRENT ACTIVITIES:
Oversee the operation and maintenance of the various municipal utilities Oversee and manage the contracts and contractors providing services to the City Oversee and ensure permit and regulatory compliance for various municipal utilities Plan, coordinate and manage utilities infrastructure and asset replacement Manage and coordinate the current wastewater treatment plant expansions consistent with the approved plans
Maintain City stormwater conveyance system through contracted services Evaluate alternative options for emergency sources of water Obtain water and water storage for emergency water supplies Work with MHD to preserve riparian rights north of Byron Highway Initiate the Aquifer Storage and Recovery well to improve future water reliability Analyze the feasibility of an intertie with the City of Tracy Evaluate the feasibility of using Wicklund cut and Wicklund pump station as an optional alternative water intake
STRATEGIC OBJECTIVES:
Ensure Sustainable Water Supply
Maintain infrastructure utilizing asset management system Reduce water loss
Expand and upgrade Water Treatment Plant
Promote environmental stewardship
Ensure SB1383 compliance and waste reduction and recycling initiatives
Develop comprehensive utility CIP
Support rate studies
Seek water grant funding opportunities
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ADMINISTRATIVE SERVICES
Administrative Services plays a vital role in ensuring the efficient operation of key City functions, overseeing Human Resources, IT Services, Customer Service, Finance, Parks & Recreation, Risk Management, and Emergency Preparedness. This department provides essential support that enables the City to deliver high-quality services to residents, businesses, and stakeholders while ensuring financial stability, operational efficiency, and public safety. Administrative Services provides leadership and coordination across all divisions, ensuring policies, procedures, and resources align with the City's mission and strategic goals. This includes overseeing compliance, operational improvements, and internal support services. Human Resources manages employee recruitment, benefits, training, and workplace policies to cultivate a skilled and motivated workforce.
IT Services ensures the security, maintenance, and advancement of the City’s technology infrastructure, supporting efficient communication and digital innovation. Customer Service serves as the first point of contact for residents, providing timely responses to inquiries, service requests, and community concerns. Finance is responsible for budget management, financial planning, and fiscal oversight, ensuring the City's economic sustainability and responsible stewardship of public funds. Parks & Recreation enhances community well-being by maintaining parks, recreational facilities, and programming that promote active and engaged lifestyles. Risk Management focuses on identifying, assessing, and mitigating risks to protect the City’s assets, employees, and residents. This includes liability management, workplace safety programs, insurance oversight, and emergency preparedness planning.
Together, these divisions contribute to a well-run, transparent, and forward-thinking City government, supporting both day-to-day operations and long-term strategic goals.
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Delivering structure, service,
and support behind the
scenes
Heart of Service
Core of City Operations
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FINANCE
MISSION STATEMENT
To safeguard City assets, to provide timely, accurate and useful financial information, and to process transactions in accordance with best practices, generally accepted accounting and auditing standards, and the City’s Financial Management Manual.
CURRENT ACTIVITIES
Review and update Financial Management Manual.
Work with the City’s external auditors to demonstrate compliance with industry’s best practices, generally accepted accounting standards and the City’s Financial Management Manual.
Prepare financial and compliance reports – audits, AB1600 Report, State Controller’s Report of Transactions, State Controller’s Report of Government Compensation. Review departmental requests, make recommendations to City Manager for spending and personnel decisions, compile budget documents, and make presentations to Council at budget workshop and adoption.
Monitor budget performance and support departments in finding budget solutions. Process vendor agreements while ensuring compliance with best practices and the City’s Financial Management Manual.
Process payroll, accounts payable, receivables, and cash receipting. Resolve customer billing issues and make continuous improvements in utility billing systems.
Direct incoming calls and walk-in traffic to the appropriate department. Provide overall front office management.
Manage general office operations including requests for supplies, services and equipment.
STRATEGIC OBJECTIVES
Implement accounts receivable and fixed assets modules. Develop a cost allocation program.
Identify appropriate training opportunities for Administration staff. Investigate and develop new revenue generation opportunities. Update Financial Management Policy Manual as appropriate. Assist with Prop 218 rate setting process and monitor adequacy of rates. Assist with impact fee updates and reporting.
Monitor and adjust developer deposit and billing procedures. Continue work on OpenGov templates, stories, and year-over-year analysis. Issue Annual Comprehensive Financial Reports within six (6) months of year end. Issue AB1600 report within 6 months of year end.
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Manage grant reporting and requests for payments.
Compile and monitor operating and capital improvement budgets. Develop, update, and implement fiscal policies.
Prepare monthly developer billings.
Develop a phone tree to more efficiently direct incoming calls. Investigate appropriate phone systems for utility customer service. Review and update as needed an informative frequently asked questions (FAQ) document for customers.
Provide a self-service kiosk for routine customer service issues and requests, park reservations, and other services.
Develop and supply customers and residents with informative brochures and printed materials, website content, and social media postings.
Evaluate and implement different payment options for utility accounts as they become available.
Implement State-mandated requirements such as SB998.
Provide annual updates on activities and compliance with the Tax Increment Financing (TIF) and Annexation Policy.
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HUMAN RESOURCES
MISSION STATEMENT
To manage recruitment and retention programs, assist employees with benefit and employment issues, provide opportunities for training, coordinate with Risk Management to minimize employment issues and litigation, and comply with professional standards and legal requirements.
CURRENT ACTIVITIES:
Recruitment to fill new positions and vacancies.
Review and update the Personnel Policies and Procedures Manual as needed. Ensure all aspects of labor agreements are implemented including cost of living increases, step increases and performance evaluations.
Provide guidance and direction on compliance with personnel policies. Provide guidance and information to supervisors; work with managers and supervisors to resolve performance issues.
STRATEGIC OBJECTIVES:
Implement an online employment application process compatible with platforms used by surrounding jurisdictions
Schedule, review, and track timeliness of Employee Performance Reports Implement an overall human resources information system to track Human Resource activities including performance evaluations, training, and dates of salary changes Establish onboarding processes and human resources training for incoming employees Post current position grades and salary schedules on City website Update personnel policy as needed
In connection with the Class and Compensation Study, update job descriptions and salary ranges to be consistent with current job duties and needs of the City Develop a policy for progression within a job series
Develop and conduct training programs for Human Resource topics ranging from supervision, disciplinary actions, and workers’ compensation Identify training and continuing education opportunities for staff Establish career paths for employees and coordinate and encourage training and education to accomplish these goals
Negotiate Memoranda of Understanding, side letters, and meet and confer sessions with union representing General and Supervisor/Confidential employees Provide compensation information for compilation of annual budget and annual audit Develop a revised evaluation format for unrepresented employees that includes compliance with administrative policies such as staff evaluations, purchasing, payroll reporting, and risk management.
Develop a revised evaluation format for represented employees; discuss as need with SEIU Item 8.1
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INFORMATION TECHNOLOGY
MISSION STATEMENT
To purposefully utilize the latest technology to provide service to the community and staff.
CURRENT ACTIVITIES
Manage equipment and phone systems.
Coordinate various software systems including implementation, integration, upgrades, and training.
Provide support to staff as needed.
STRATEGIC OBJECTIVES
Identify and provide tools to enhance employee productivity. Analyze the nature and cost of ISD services.
Negotiate MOU for ISD services.
Develop policies concerning use of technology including remote access, use of city equipment, and email retention.
Evaluate use of the cloud for records storage and address any privacy concerns or vulnerabilities in the system.
Develop an IT policy governing the use of City equipment and software.
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PARKS AND RECREATION
MISSION STATEMENT
To provide exceptional facilities and programs to serve all age groups and the diversity of interests in the community.
CURRENT ACTIVITIES
Create, manage, execute, and report on all events.
Manage facility rentals.
Plan and manage City-sponsored events.
Solicit and coordinate community volunteers.
Publicize events with website and social media, banners at community entrances, and advertising in Mountain House Matters.
STRATEGIC OBJECTIVES
Analyze the cost of maintaining community facilities, parks and fields and recommend appropriate user fees.
Utilize the Recreation Strategic Plan to plan and implement recreation programs that will engage the community and are within the financial and personnel resources of the City. Recruit, train, supervise and evaluate full and part-time recreation employees. Develop a sponsorship/donation policy program for Council adoption to offset the cost of special events and recreation programs.
Implement and coordinate staff volunteer opportunities within the community. Investigate and recommend community recreation events. Develop a cost recovery calculation methodology and goal. Implement Community Hosted Special Event Policies and Processes to ensure community safety and to reduce stress upon city resources.
Create a program plan for the new pickleball courts at the Central Park Tennis Courts, new tennis center and amphitheater.
Hire an additional Recreation Coordinator to manage facility rentals, manage new tennis center, new pickleball courts, new amphitheater rentals, and community hosted special event process.
Item 8.1
Mountain House Page 104 of 278
Strategic Plan 2025-27 Item 8.1
Mountain House Page 105 of 278
Strategic Plan 2025-27
RISK MANAGEMENT
MISSION STATEMENT
To manage City processes, policies, assets and infrastructure to minimize liability and loss.
CURRENT ACTIVITIES:
Assume accountability for in-house risk management, overseeing all risk, compliance and safety programs, and ensuring all training, best practices and mandated audits are being conducted Coordinate with other departments to obtain information needed to file claims and assess outstanding risks
Coordinate with Human Resources to identify and assign appropriate training opportunities and monitor completion
STRATEGIC OBJECTIVES:
Assist in assessments related to changes in City operations as required in Section 120 of the City’s Financial Management Manual, “Risk Assessments.” Such changes include expanding recreation programs, encroachment permits, facilities rentals, understaffing, personnel policies, public safety operations, road safety, crossing guard operations, adopted policies and procedures, regulatory requirements for utility plants, and training of new supervisory/management staff.
Perform a risk assessment identifying areas of greatest concern in terms of potential financial loss, probability and possibility.
Develop a policy and procedure manual for risk management, including processes for reporting incidents, staff responsibilities, timelines, follow-up, and reporting. Provide training for the council and staff in the implementation of plans to reduce loss and liability.
Develop a comprehensive inventory of City assets, including the current condition of the assets.
Develop a workplace safety program, including personal security, field work and use of City vehicles.
Monitor vehicle activity using Global Positioning Software and provide reports to supervisors, Human Resources and emergency response personnel as appropriate. Provide training for supervisors to minimize risk of employment-related claims.
Item 8.1
Mountain House Page 106 of 278
TITLE: Adopt a Resolution to Approve Budget Appropriation and Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.
MEETING DATE: August 13, 2025
PREPARED BY: Matthew Gutierrez, Program Manager
Jodi Almassy, Deputy City Manager
RECOMMENDATION
It is recommended that the City Council adopt a resolution:
1. Approving a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) for Building and Safety Division services provided under existing Agreement A2324-44 with CSG Consultants, Inc. for Fiscal Year 2024-2025.
2. Authorizing the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed agreement amount by $1,200,000, for a revised total of $5,440,000, to reflect actual and anticipated service demands as the City continues to grow.
3. Authorizing the City Manager to take all necessary and appropriate actions to carry out the purpose and intent of these recommendations.
BACKGROUND
On May 8, 2024, the Mountain House Community Services District Board approved a multi-year agreement with CSG Consultants, Inc. (Attachment A) for Building and Safety Division services through June 30, 2029, with a total not-to-exceed amount of $4,240,000.
Since incorporation on July 1, 2024, the City has experienced an exceptional surge in building activity. In Fiscal Year 2024‑25, the City issued approximately 460 full building permits, compared to about 230 in Fiscal Year 2023‑24 — double the activity. This number does not include hundreds of additional over‑the‑counter permits for solar systems, HVAC replacements, electrical and plumbing upgrades, remodels, swimming pools, and other improvements. This spike in development has significantly increased demand for plan review, inspections, and permitting services, far exceeding early projections based on limited historical data from San Joaquin County.
In addition, certain technical review services, such as Model Water Efficient Landscape Ordinance (MWELO) compliance reviews and street naming and addressing assignments, were originally expected to remain the responsibility of San Joaquin County. However, in August 2024 these responsibilities were unexpectedly transferred to the City.
Item 8.2
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MWELO reviews require detailed plan checks of irrigation and landscaping designs for new developments to ensure they meet California’s strict water‑efficiency standards. This involves reviewing submittals, verifying calculations for water flows, and ensuring developers incorporate approved drought‑tolerant planting materials and irrigation methods.
Street naming and addressing is another highly detailed process that must be completed before a development can move forward. It includes assigning new street names and house or unit numbers, checking for potential conflicts with existing addresses, updating mapping systems, and coordinating with the post office, emergency services, and utility companies.
Both of these tasks are time‑sensitive and regulatory in nature. Shifting them from the County to the City meant CSG’s contracted staff had to take on additional plan reviews, processing steps, and inter‑agency coordination for every new subdivision and building permit. This added another layer of workload on top of the already high demand for building inspections, plan checks, and permitting services.
The agreement allows CSG’s staffing levels to flex with workload, but the pace of development has exceeded initial estimates. This has resulted in service costs for Fiscal Year 2024-25 surpassing the originally appropriated $840,000.
DISCUSSION
The requested appropriation is primarily administrative. The City has already collected more than enough revenue in Fiscal Year 2024-25, approximately $2 million from building permit activity, to cover these costs. However, because government accounting standards and the City's Financial Management Policies keep revenue and expenditure accounts separate, Council approval is required to move funds into the correct account (the Builders Fund) to pay for services already provided and close out the fiscal year in good standing.
Under the current revenue model, 65% of permitting revenue is allocated to CSG through the Builders Fund, while 35% is retained as City revenue. In addition to direct permit‑related services, CSG also performs:
General Fund Services – broader building and safety support, such as developing new processes, setting up systems, and handling special projects needed to take on new responsibilities. Developer‑Funded Services – plan review and inspection services tied to specific development projects, reimbursed directly by the developer under development agreements with the City.
Revenue and Expenses for Building Permit Services
This table compares the revenue collected from building permits to the amounts spent on CSG’s agreement for plan review and inspection services.
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Fiscal Year Revenue
Collected
Agreement
Expenses
Paid from
General Fund
Paid from
Builders Fund
Paid by
Developers
2023-24 $0.00 $40,000.00 $40,000.00 $0.00 $0.00
2024-25 $2,018,982.94 $1,656,465.14 $123,764.45 $1,312,338.91 $220,361.78 Totals $2,018,982.94 $1,696,465.14 $163,764.45 $1,312,338.91 $220,361.78
How Building Permit Revenue is Used
Under our current revenue model, 65% of permit revenue is allocated to CSG for contracted building services, while 35% remains with the City.
Category Amount
Total Revenue Collected $2,018,982.94
65% – Paid to CSG (Builders Fund) $1,312,338.91
35% – City Share (General Fund) $706,644.03
Due to the volume of services performed, actual expenditures for Fiscal Year 2024‑25 exceeded the original $840,000 budget. Staff was able to reallocate approximately $236,000 in available funds; however, an additional $620,000 is needed to fully fund services provided.
Budget Summary for Fiscal Year 2024‑25
This shows how the original budget was used and why the $620,000 appropriation is needed. This is not a new cost to the City. The requested appropriation is to move existing revenue into the correct account to pay for last year’s services.
Fiscal Year 2024-25 Budget Summary Amount
Total Agreement Expenses $1,696,465.14
Original Appropriation ($840,000.00)
Completed Administrative Budget Appropriations ($236,465.14) Requested Budget Appropriation $620,000.00
The requested Council action (Attachment B) includes appropriating $620,000 to fully fund Fiscal Year 2024-25 costs. In addition, staff recommends increasing the agreement ceiling by $1,200,000, for a total not-to-exceed amount of $5,440,000, to align with projected service demand through June 2029 and prevent potential mid-year limitations that could disrupt critical development review and inspection services.
FISCAL IMPACT
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The proposed action will:
• Appropriate $620,000 to the Builders Fund (Account No. 104-1420-6599) for Fiscal Year 2024-25. • Increase the total agreement authority by $1,200,000 through June 2029. • Maintain service continuity while ensuring expenditures remain aligned with available revenues.
This appropriation is an accounting process needed to move already‑collected permit revenue into the correct account so the City can pay for services already provided.
The current budget for Fiscal Year 2025‑26 is $1,000,000. Staff will continue to monitor building activity to ensure future budgets align with actual service demands. With approval of the agreement increase, the agreement balance will be approximately $3,700,000.
STRATEGIC PLAN
The Council’s adopted 2025 Strategic Plan (April 9, 2025) includes goals related to:
Ensuring timely processing of building related applications and public inquiries. Maintaining staffing flexibility in a demand driven service area. Supporting timely fiscal close-out of Fiscal Year 2024-25.
CEQA
Not applicable.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Staff will process a $620,000 budget appropriation in FY 2024-2025 to pay for services provided under Agreement A-2324-44 with CSG Consultants, Inc.
The City Manager will execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the agreement amount by $1,200,000, bringing the total agreement amount to $5,440,000.
ATTACHMENTS
A. Agreement A-2324-44
Item 8.2
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B. Proposed Resolution
• Exhibit 1 – Budget Appropriation Form
• Exhibit 2 – Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc.
Item 8.2
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251 E MAIN STREET, MOUNTAIN HOUSE, CA 95391
(209) 831-2300 ʀ (209) 831-5610 FAX
CONSULTANT AGREEMENT
CONTRACT ID # A-2324-44
DATE: June 1, 2024
PARTIES: MHCSD: Mountain House
Community Services District
251 E. Main Street
Mountain House, CA 95391
CONSULTANT: CSG Consultants
930 Fresno Street
Newman, CA 95360
The Parties agree as follows:
1. Priority of Documents:
Each of the items listed below is hereby incorporated into this Agreement by this reference. In the event of an inconsistency in this Agreement, the inconsistency shall be resolved by giving precedence in the following order:
$ Applicable Federal and State of California statutes and regulations, this Agreement and its exhibits.
B. Consultant’s Proposal dated March 29, 2024.
2. Terms of Services:
2.1 Scope of Services. Subject to the terms and conditions set forth in this Agreement, Consultant agrees to Establish a Building and Safety Department, as further described in Exhibit A, Scope of Service (the “Work”).
2.2 Term of Agreement. This Agreement shall commence on June 1, 2024, and continue until June 30, 2029, unless said Work is completed on a date prior thereto or unless terminated earlier as provided herein. Consultant shall complete the Work described in
ATTACHMENT A
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CONTRACT ID # A-2324-44
2 Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to Consultant to complete the services required by this Agreement shall not affect MHCSD’s right to terminate the Agreement, as referenced in Section 8.
2.3 Standard of Performance. Consultant shall perform all Work in a first-class manner in conformance with the standards observed by a competent practitioner of the profession in which Consultant is engaged.
2.4 Inspection. All Work performed and materials (if any) provided by Consultant shall be subject to inspection and approval by MHCSD.
2.5 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that MHCSD, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from MHCSD of such desire of MHCSD, reassign such person or persons.
2.6 Time is of the Essence. Consultant shall devote such time to the performance of services pursuant to this Agreement as may be reasonably necessary to timely finish the Scope of Work, to meet the standard of performance provided in Section 2.3 above and to satisfy Consultant’s obligations hereunder.
3. Terms of Payment.
3.1 Compensation. MHCSD hereby agrees to pay Consultant a sum not to exceed four million two hundred forty thousand dollars, ($4,240,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal for services to be performed and reimbursable costs incurred under this Agreement. MHCSD shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from MHCSD to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to MHCSD in the manner specified herein. Except as specifically authorized by MHCSD in writing, Consultant shall not bill MHCSD for duplicate services performed by more than one person.
Consultant and MHCSD acknowledge and agree that compensation paid by MHCSD to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. MHCSD therefore has no responsibility for such contributions beyond compensation required under this Agreement.
3.2 Invoices. Consultant shall submit invoices not more often than once a month during the term of this Agreement based on the cost for services performed and reimbursable costs incurred prior to the invoice date via e-mail to [email protected]. Invoices delivered to any other e-mail address will be deemed undelivered and not paid.
ATTACHMENT A
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CONTRACT ID # A-2324-44
3 Invoices shall contain the following information:
a. Contract ID number;
b. Federal Tax Payer Identification Number;
c. Contract expiration date;
d. The beginning and ending dates of the billing period; e. A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
f. At MHCSD’s option, for each Work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the Work, the hours spent by each person, a brief description of the Work, and each reimbursable expense;
g. The total number of hours of Work performed under the Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing services hereunder; and
h. The Consultant’s signature.
3.3 Monthly Payment. MHCSD shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred.
MHCSD shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.
3.4 Final Payment. MHCSD shall pay the last 10% of the total sum due pursuant to this Agreement within sixty (60) days after completion of the services and submittal to MHCSD of a final invoice, if all services required have been satisfactorily performed.
3.5 Total Payment.
a. MHCSD shall pay for the services to be rendered by Consultant pursuant to this Agreement. MHCSD shall make no payment for any extra, further, or additional service pursuant to this Agreement.
b. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. c. MHCSD shall not pay any invoice or otherwise provide compensation to Consultant in excess of the maximum amount of compensation provided herein unless the Agreement is modified prior to the performance of such Work or services.
ATTACHMENT A
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CONTRACT ID # A-2324-44
4 d. MHCSD shall not pay any invoice or otherwise provide compensation to Consultant for Work or services performed after the expiration or termination of this Agreement unless the Agreement is modified prior to the performance of such Work or services.
3.6 Hourly Rate/Fees. Unless the services provided are for a lump sum or flat fee, fees for Work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation cost proposal attached hereto as Exhibit B and incorporated herein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit B, the Agreement shall prevail.
3.7 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B.
Reimbursable expenses not listed in Exhibit B are not chargeable to MHCSD.
Reimbursable expenses shall not include a mark-up shall be billed as a direct costs. In no event shall expenses be advanced by MHCSD to the Consultant. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.
3.8 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.
3.9 Payment upon Termination. In the event that MHCSD or Consultant terminates this Agreement pursuant to Section 8, MHCSD shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for Work satisfactorily completed as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.
3.10 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.
4. Consultant’s Status.
4.1 Independent Contractor. In the performance of the Work, duties and other obligations imposed by this Agreement, the Consultant is at all times acting as an Independent Contractor practicing his or her profession and not as an employee of MHCSD.
Consultant shall perform the Work in accordance with currently approved methods and standards of practice in the Consultant’s professional specialty. A copy of Consultant’s current business license shall be provided to MHCSD. The Consultant shall not have any claim under this Agreement or otherwise against MHCSD for vacation, sick leave, retirement benefits, social security or worker’s compensation benefits. The Consultant shall be responsible for federal and state payroll taxes such as social security and unemployment. San Joaquin County will issue a form 1099 on behalf of MHCSD at year-end for fees earned.
4.2 Consultant Not an Agent. Except as MHCSD may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of MHCSD in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind MHCSD to any obligation whatsoever.
ATTACHMENT A
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CONTRACT ID # A-2324-44
5 4.3 Non-Exclusive Rights. This Agreement does not grant to Consultant any exclusive privileges or rights to provide services to MHCSD. Consultant may contract with other agencies, private companies or individuals for similar services.
5. Legal Requirements.
5.1 Compliance. Consultant shall comply with all Federal, State and local laws, regulations and requirements necessary for the performance of the Work. Consultant shall comply with all laws applicable to wages and hours of employment, occupational safety, and to fire safety, health and sanitation.
5.2 Licenses and Permits. Consultant represents and warrants to MHCSD that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. Consultant represents and warrants to MHCSD that Consultant and its employees, agents, and any subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions.
5.3 Conflict of Interest Statement. Consultant covenants that Consultant, its officers or employees or their immediate family, presently has no interest, including, but not limited to, other projects or independent contracts, and shall not acquire any such interest, direct or indirect, which would conflict in any manner or degree with the performance of the Work. Consultant further covenants that in the performance of this Agreement no person having any such interest shall be employed or retained by Consultant under this Agreement. Consultant shall not hire MHCSD’s employees to perform any portion of the Work, including secretarial, clerical and similar incidental services except upon the written approval of MHCSD. Performance of the Work by associates or employees of Consultant shall not relieve Consultant from any responsibility under this Agreement.
5.4 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, gender identity, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant pursuant to this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.
5.5 Drug Free Workplace. Consultant shall comply with the provisions of Government Code Section 8350 et seq., otherwise known as the Drug-Free Workplace Act.
5.6 Form Law. The Laws of the State of California shall govern this Agreement. Venue is San Joaquin County. The provision of this paragraph shall survive expiration or other termination of this Agreement regardless of the cause of such termination.
ATTACHMENT A
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CONTRACT ID # A-2324-44
6 5.7 Subcontracts. Consultant shall include the provisions of this Section 5 in any subcontract approved by the Contract Administrator or this Agreement.
6. Indemnification, Hold Harmless and Defense.
To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend MHCSD, its directors, officers, employees, agents and authorized volunteers, and each of them, from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to MHCSD’s property, arising out of Consultant’s alleged negligence, or wrongful acts related to or in connection with Consultant’s performance of duties under the terms and conditions of this Agreement.
To the fullest extent permitted by law, MHCSD shall indemnify, hold harmless and defend the Consultant, its directors, officers, employees, agents and each of them (collectively referred to as “Consultant Indemnified Parties”) from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to the Consultant’s property, arising out of MHCSD’s alleged negligence, or wrongful acts related to or in connection with MHCSD’s performance of duties under the terms and conditions of this Agreement.
Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by California Civil Code Section 2782, as may be amended from time to time, such duties of consultant to indemnify shall not apply when to do so would be prohibited by California Civil Code Section 2782.
7. Insurance.
Before beginning any Work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance described in Exhibit C, incorporated herein, against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Work hereunder by the Consultant and its agents, representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall provide proof satisfactory to MHCSD of such insurance that meets the requirements of Exhibit C and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning Work to MHCSD. Consultant shall maintain the insurance policies required by Exhibit C throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s proposal. Consultant shall not allow any subcontractor to commence Work on any subcontract until Consultant has obtained all insurance required by Exhibit C for the subcontractor(s) and provided evidence that such insurance is in effect to MHCSD. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.
ATTACHMENT A
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CONTRACT ID # A-2324-44
7 8. Termination and Modification.
8.1 Termination. MHCSD may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon sixty (60) days’ written notice to MHSCD and shall include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; MHCSD, however, may condition payment of such compensation upon Consultant delivering to MHCSD any or all work product, including, but not limited to documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or MHCSD in connection with this Agreement.
8.2 Extension. MHCSD may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Section 2.2. Any such extension shall require a written amendment to this Agreement, as provided for herein. The MHCSD General Manager is hereby authorized to negotiate and execute such extension.
8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.
8.4 Assignment and Subcontracting. MHCSD and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to MHCSD for entering into this Agreement was and is the professional reputation and competence of Consultant.
Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the Contract Administrator. Any such assignment, transfer, delegation or subcontract without the prior written consent shall be considered null and void.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between MHCSD and Consultant shall survive the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, MHCSD’s remedies shall include, but not be limited to, the following:
a. Immediately terminate the Agreement;
b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different consultant to complete the Work described in Exhibit A not finished by Consultant; or
ATTACHMENT A
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CONTRACT ID # A-2324-44
8 d. Charge Consultant the difference between the cost to complete the Work that is unfinished at the time of breach and the amount that MHCSD would have paid Consultant pursuant to Section 3 if Consultant had completed the Work.
9. Miscellaneous.
9.1 Contract Administrator. The Contractor Administrator shall be designated, and may be changed, by the MHCSD General Manager in writing.
9.2 Notices. Any notice required to be given pursuant to the terms and provisions hereof shall be in writing and shall be effected by personal delivery or by first class mail, registered or certified, postage prepaid, return receipt requested. Unless otherwise designated by either party in writing, such notices shall be mailed as shown on the first page of this Agreement.
9.3 Non-Liability of Officials, Employees and Agents. No officer, official, employee or agent of District shall be personally liable to Consultant in the event of any default or breach by District or for any amount that may become due to Consultant pursuant to this Agreement.
9.4 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provisions of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which such party may be entitled.
9.5 Documents. All drawings, specifications, documents and other memoranda or writings relating to the Work hereunder, shall remain or become the property of MHCSD upon termination of this Agreement, whether executed by or for the Consultant for MHCSD, or otherwise, by or for the Consultant, or by or for a subcontractor operating under the Consultant’s supervision, or direction, and all such documents and copies thereof shall be returned or transmitted to MHCSD forthwith upon termination or completion of the Work under this Agreement. Prior to termination Contractor shall deliver to MHCSD any such records upon request.
9.6 Force Majeure. It is agreed that neither party shall be responsible for delays in delivery or acceptance of delivery or failure to perform when such delay or failure is attributable to Acts of God, war, strikes, riots, lockouts, accidents, rules or regulations of any governmental agencies or other matters or conditions beyond the control of either the seller/contractor or the purchaser.
9.7 Waiver. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving party. An extension of time for performance of any obligation or act shall not be deemed an extension of the time for performance of any other obligation or act, and no extension shall be valid unless in writing and executed by the waiving party.
ATTACHMENT A
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CONTRACT ID # A-2324-44
9 9.8 No Third Party Beneficiaries. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the parties, any rights or remedies hereunder.
9.9 Headings. The headings of the sections and exhibits of this Agreement are inserted for convenience only. They do not constitute part of this Agreement and are not to be used in its construction.
9.10 Entire Agreement and Modification. This Agreement supersedes all previous Agreements either oral or in writing and constitutes the entire understanding of the parties hereto. No changes, amendments or alterations shall be effective unless in writing and signed by both parties.
9.11 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.
IN WITNESS WHEREOF, MHCSD and Consultant have executed this Agreement on the day and year first written above.
CSG Consutants Mountain House Community Services
District, a political subdivision of the
State of California
By: ____________________________
Consultant
By: ___________________________
Steven J. Pinkerton
General Manager
Date: _________________________ Date: _________________________ Approved as to form:
By:____________________________
John Bakker
General Counsel
ATTACHMENT A
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EXHIBIT A
SCOPE OF SERVICES
[Insert]
ATTACHMENT A
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1 PROFESSIONAL
CONSULTING SERVICES
FOR BUILDING AND
SAFETY SERVICES
Key Dates
RFP Issued: February 28, 2024
Proposal Due: March 29, 2024
Community Development Department
Mountain House Community Services District
251 E Main Street
Mountain House, CA 95391
REQUEST FOR
PROPOSAL
ATTACHMENT A
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2 CONTENTS
INTRODUCTION .............................................................................................................................. 3 a) Location and General Background: .................................................................................. 3 b) Demographic Analysis ......................................................................................................... 4 c) Past and Future Projected Building Permits and Population ......................................... 4 SCOPE OF SERVICES ..................................................................................................................... 5 a) Building & Safety Division Administration ...................................................................... 5 b) Building Plan Check Services & Counter Operations ..................................................... 6 c) Building Inspections ............................................................................................................ 7 KEY PERFORMANCE INDICATORS (KPI) ............................................................................... 8 PROPOSAL CONTENTS AND SUBMITTAL ............................................................................ 10 a) Clarification Statements ................................................................................................... 10 b) Submitting Proposals ........................................................................................................ 10 c) Proposal Format ................................................................................................................ 10 1) Technical Proposal ......................................................................................................... 10 2) Cost Proposal .................................................................................................................. 11 3) Office-Space Acknowledgement ................................................................................... 11 4) Signature Sheet............................................................................................................... 11 5) References ....................................................................................................................... 12 PROPOSAL EVALUATION AND SELECTION ........................................................................ 13 a) Evaluation and Scoring Criteria ...................................................................................... 13 b) Short-List Selection ........................................................................................................... 13 c) Final Selection .................................................................................................................... 13 d) Solution Confirmation / Best and Final Offer ................................................................ 14 e) Contract Negotiation ......................................................................................................... 14 RFP SCHEDULE AND INQUIRIES ............................................................................................. 15 a) Questions Regarding this RFP ......................................................................................... 15 PROPOSAL TERMS AND CONDITIONS .................................................................................. 16 ATTACHMENT 1- SIGNATURE SHEET ................................................................................... 19 ATTACHMENT 2 – SAMPLE AGREEMENT AND INSURANCE REQUIREMENTS ....... 20
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3 INTRODUCTION
Mountain House is an all-inclusive, family-oriented community that serves today's vibrant and exhilarating lifestyle. You will find yourself free from the fast pace of the City while only a short drive away. The villages boast an assortment of amenities that include state of the art schools, gorgeous parks, countless recreation choices, and cutting-edge technology Here, sidewalks bring families, lifestyle, and community together.
Currently Mountain House has a Community Services District (CSD) form of governance and does not provide plan checking and/or building inspection services. These services are provided by San Joaquin County (County). Mountain House will most likely transition from a CSD to a City form on July 01, 2024. Upon incorporation, the City of Mountain House will provide plan checking and building inspection services. The Building Department is anticipated to be ready and set up well in advance of July 1, 2024, and to begin the set-up phase after the April 2024 election certification is complete and contracts are signed.
The Mountain House desires to select a qualified firm to provide building and safety services, including:
x Building & Safety Division Administration
x Building Plan Check Services
x Building & Safety Counter Operations
x Building Inspections
District expects a third-party contractor to independently provide all aspects of Building and Safety Services, including counter assistance, plan check reviews, and building inspections.
Building and Safety Services division will operate during regular business hours (Monday through Friday, 8 a.m. – 5 p.m.), on-site. The consulting firm’s staff will operate under the Community Development Director's direction. The Mountain House is anticipating entering into a five (5) year Agreement for Building and Safety Services, with the ability to extend the contract for additional time periods (length to be determined).
An award, if made, will be made to the best and responsible company whose proposal is most advantageous to the Mountain House, taking into consideration all factors set forth in this RFP.
The Mountain House reserves the right to use, at its discretion, other factors or criteria in the evaluation or selection of the proposals received.
a) Location and General Background: The Mountain
House Community is located in western San Joaquin County.
Development activity in Mountain House is facilitated by way of a comprehensive Master Plan. The district comprises of a General Manager and a five (5) member Board of
Directors.
Construction of backbone infrastructure in Mountain House began in 1996 and home construction began in 2003 and as of 2023 Mountain House has reached a population of 27,270 representing the halfway mark, in terms of an anticipated buildout.
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4 To date over 7,833 dwelling units have been completed in 2022 and is expected to have 16,100 dwelling units by full buildout, 600,00 square feet of commercial space is completed and occupied, an additional 22,398 square feet of commercial space is under construction, as well as seven (7) K-8 schools and a high school.
b) Demographic Analysis
c) Past and Future Projected Building Permits and Population Upon full buildout the District is planned to include approximately 15,700 dwelling units of various densities and product types and serve a population of approximately 50,000 individuals. Historic permitting activity and projected permitting activity are graphicly illustrated below.
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5 SCOPE OF SERVICES
The following Scope of Services represents the services and responsibilities the successful proposer will be expected to provide and perform:
a) Building & Safety Division Administration
The proposer must be able to provide a Certified Building Official (CBO) who is qualified and available to answer questions, inspect properties, attend meetings, and can demonstrate the ability to provide a high level of building and safety expertise including, but not limited to:
x Knowledge of all aspects of the California Building Codes x Knowledge of on-going changes in applicable state and federal laws x On-going supervision, training, and evaluation of subordinate staff x Ability to provide technical assistance and training to other District department staff x Provide oversight of the District’s Building and Safety Division x Ability to assist with annual budget preparation
x Ability to prepare and present staff reports, ordinances and resolutions to Commissions and District Council
x Prepare monthly/quarterly reports regarding building plan check and building permit issuances including, but not limited to, the fees collected, staffing levels, staff hours expended, number of permits issued, number of inspections made, and other financial, operational, and statistical information
x Prepare and process updates to the Building Code and related codes annually x Assist with and implement new procedures and processes, such as the permit tracking system x Construction management of District projects as needed x Other services that may be necessary for administration and enforcement of the California Building Code and related codes, and application provisions of the Mountain House Municipal Code
x Represent the District as the Building Official while interfacing with the public and other agencies and coordinate with other District departments as may be required x Provide technical advice for District personnel assigned to code enforcement and building and safety activities.
x Process and prepare Planning Commission and District Council reports and recommendations and assist in the presentation of appeals regarding building and safety matters. Attend District Council, Planning Commission and other meetings as directed. x Prepare building and safety code violation cases for submittal to the District Attorney's office when prosecution action is necessary to obtain compliance with the above codes and regulations.
x Monitor trends, legislation, and standard practices and advise the Director on appropriate Building and Safety codes, policies, procedures, and practices to adopt x Coordinate with the Orange County Fire Authority and prepare the District code ordinance update regarding periodic updates to the Uniform Fire Code, including any local amendments, and ensure that the District’s building and safety codes and the changes the Uniform Fire Codes are cross̺ referenced.
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6 x Any other duties mutually agreed upon between the Consultant and the District The consulting firm must be able to provide a Certified Building Official available during business hours but not required to operate from District Hall, a Senior Building Inspector (or Deputy Building Official) and Permit Technician to work at District Hall for during regular business hours, and any additional supplemental staffing upon request of the District to meet demands in times of increased need or activity.
b) Building Plan Check Services & Counter Operations
All plan checks for residential, non-residential, and public agency sponsored buildings for which the District has jurisdiction over will be performed by the consulting firm. Please provide an hourly rate for these services as District sponsored projects often do not have an associated fee.
The District's Building and Safety Fee Schedule depicts the array of permits and services under the scope of Building and Safety’s review. Plans must be checked according to all applicable codes, statutes, District ordinances, and other requirements as set by District Departments. All plans must be stamped and signed off if they meet all such requirements, and all changes/corrections must be addressed prior to approval.
Customer service, the availability of plan check personnel to the public and to District staff, as well as appropriate turnaround times, are all key to the selection of a service provider. Unless there are exceptional circumstances, the Consultant will be asked to fulfill the following turnaround times:
x First plan check reviews within ten (10) business days of receipt of the submittal x Second/subsequent plan checks within five (5) business days of receipt of the re-submittal x Minor permits are expected to be completed over the counter, if possible, or next business day after receipt.
Counter operations will include, but are not limited to:
x Receive, process, and issue building permits and coordinate the plan check and inspection process, including the tracking, routing and storage of building plans and the filing of building permit applications.
x Monitor and track the status of building permit applications and plan checks for expiration and develop a process to notify applicants prior to the expiration of their building permits. x Provide public information regarding building permit applications, plan check and inspection services and related matters.
x Identify and collect all required fees for building permit applications and other Building and Safety services.
x Establish, maintain, and update all forms in compliance District requirements, regulations, adopted standards, State or other laws and ordinances necessary for the operation of the Building and Safety Division, including reference sheets which explain building permit application processing procedures provided by the District. x All approval stamps, applications, forms, and other documents used in providing Building and Safety Services to the District shall be identified with the District Seal and other identification indicating that they are from the District. All the stamps, applications, forms, and other ypp
reased need or activity
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7 documents or supplies shall be the property of the District. (Costs for the provision of these processing tools and supplies shall be the responsibility of the District.) Consultant must be able to perform electronic plan review. The District accepts, reviews, and approves plans both over the counter and electronically with Energov and Bluebeam software.
The selected firm will be required to maintain all official building and safety related records.
The ideal firm will provide highly qualified plan check professionals that are committed to delivering efficient, accurate and timely plan check and counter services to meet the District’s needs; have previous experience working for municipalities; are customer-service oriented; have sufficient on-going training to perform their assigned duties; and have experience successfully managing multiple tasks, assignments, and responsibilities. c) Building Inspections
Consulting firm shall provide building inspection services by fully trained/certified inspectors and possess a minimum of two (2) years of code analysis and/or enforcement with a municipality or a private municipal contractor. Building inspection personnel shall perform duties including, but not limited to, the following:
x Provide inspection services for all construction regulated by all applicable Federal, State and District building and safety codes/ordinances.
x Inspect buildings and structures for which building permits have been issued, for compliance with the approved plans and applicable codes and ordinances. x Inspect for compliance with conditions of approval set forth by the District's Community Development Department, Planning Commission, and/or District Council. x Coordinate with various District and County agencies and departments, including but not limited to the Ventura County Fire Department, Ventura County Environmental Health Department and other governmental agencies providing services, and/or having jurisdiction over any aspect of a development project in order to obtain compliance with the above building and safety codes and regulations.
x Enforce conditions of approval associated with discretionary permits regarding building and safety regulations, as adopted by the District.
x During inspections, issue stop/correct work notices, or notices of violation when violations of the above referenced codes and regulations occur.
x Provide all vehicles, fuel, maintenance, and other equipment necessary for field personnel to carry out building permit inspections and duties.
x Provide special inspections, same-day inspections, and conduct investigations as directed by the District, including field and office research and the preparation of letters and/or documents.
x Input daily inspection information into the District’s electronic permit tracking system.
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8 KEY PERFORMANCE INDICATORS (KPI)
1. The Consultant shall be responsible for providing monitoring information to the District that shows achievement of the performance standards and that personnel are providing helpful and courteous service to customers. The monitoring may include, but is not limited to, customer feedback through written questionnaires and interviews and observations at the building counter and during building permit inspections, and monthly statistical reports.
2. District has established Performance Standards that are to be applied to the processing of plan checks, building permits, and general service to the public that interacts with the Community Development Department. These Performance Standards are described in subsection 3 below.
The Consultant recognizes the targets established in the Performance Standards and will adhere to these measures in the performance of its services for the District. The District reserves the right to add, amend or eliminate Performance Standards at any time during the term of this Agreement. The District may use the Performance Standards to gauge the effectiveness of the Consultant's service to the District. At District’s request, the Consultant shall be responsible for providing monitoring information which shows that personnel providing services to the District are achieving the Performance Standards.
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days or less from the date of plan submittal.
x The initial check of building plans for new commercial, industrial and residential buildings shall be completed within ten (10) working days or less from the date of plan submittal.
x The initial check of building plans for commercial, industrial and residential remodels, renovations and additions shall be completed within five (5) working days or less from plan submittal.
x All rechecks of building plans shall be completed within five x (5) working days or less from resubmittal.
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x All building inspections requested by 4:00 p.m. on a working day shall be conducted on the next working day with an a.m./p.m. commitment and a two (2) hour window.
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9 x As special circumstances may dictate, after hour or weekend inspections will be conducted.
x At all times, building inspectors shall conduct themselves in a courteous and professional manner and utilize the phone to help coordinate and narrow inspection times with applicants.
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x Provide service and support for the building counter a minimum of eight (8) hours per working day. The building counter shall be open to the public and sufficiently staffed from the hours of 8:00 a.m. to 4:00 p.m., Monday through Friday, excluding District holidays. Counter hours may be subject to a reasonable change by the District, including but not limited to, the hours of 8:00 a.m. to 5:00 p.m., with the potential for staggered work hours to cover the additional time.
x Keep written information regarding building permit application, plan check and inspection process updates.
x Answer the building counter phone when not with a customer at the counter and return telephone calls within two hours. Respond to all email inquiries within one working day.
x On an as needed basis, assist the District in providing or updating any Building Division information on the District’s website.
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10 PROPOSAL CONTENTS AND SUBMITTAL
a) Clarification Statements
For clarification purposes, the words “Consultant”, “Contractor”, “Firm”, “Company”, and “Proposer” shall be read to be one and the same. “Contract” and “Agreement” shall be read to be one and the same. “Mountain House Community Services District” and “District” shall be read to be one and the same. “Request for Proposal” and “RFP” shall be read to be one and the same.
b) Submitting Proposals
Proposals may be submitted in either electronic (preferred) or physical (hard copy) format:
Electronic Format (preferred): Email your proposal in PDF format to David James at [email protected]. Include in the subject line “PROPOSAL – BUIDLING AND SAFETY SERVICES”.
c) Proposal Format
The proposal shall not exceed a total of 15 single-sided, 8.5” x 11” pages. An intended form of agreement should be included as an appendix. Proposals must provide a straightforward, concise description of capabilities to satisfy the requirements of this RFP.
Emphasis should be concentrated on conformance to the RFP instructions, responsiveness to the RFP requirements, and on completeness and clarity of content.
A complete Proposal package shall consist of the following components:
1) Technical Proposal
x Cover Letter: Indicate the Proposer’s name, title, address, telephone number, and email address to whom correspondence should be directed towards during the selection process, in addition to the legal name of the firm, the year established, address, and phone number. The person authorized to represent the Proposer regarding this RFP and negotiate a contract with the District shall sign the cover letter. The letter shall state that the proposal shall be valid for a 90-day period and should include a statement affirming the Proposer’s ability to comply with the contract provisions as outlined in the District’s sample Agreement and insurance requirements.
x Qualifications and Experience: Include a statement of your firm’s qualifications to perform the work outlined in this RFP. Describe the firm’s experience working in a mixed staff/consultant environment and methods utilized to ensure a close and positive working relationship with District/District staff and any other relevant service that the firm provides that may not have been identified in this RFP.
x Organization and Staffing: Identify the principal staff and support staff who will be performing the work required and be on premises on a daily basis.
Include an organizational chart if necessary. Provide a work history resume for each of the staff, including applicable training, licensing, and/or certifications, descriptions of projects worked upon, dates, project costs, and duties
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11 performed by the individual on the projects, as an attachment to the proposal package. The Building Official shall have the following qualifications:
1) Certified Building Official (CBO).
2) Architectural or Civil Engineering Registration State of California (desirable not mandatory).
3) Minimum Bachelor's degree in related field.
4) Minimum of five years previous public building department administrative experience.
5) ICC certified inspector and/or plan checker.
6) Once selected, the Consultant shall not change Building Official without Director of Community Development's concurrence.
x Approach to Scope of Services: Re-state the Scope of Services with any additions, expansions, clarifications, or modifications that the firm proposes to provide the services and produce the deliverables contained in this RFP.
Describe the proposed approach and methodology to performing the Scope of Services and any cost-saving or value-adding strategies or innovations the firm will bring to the project.
2) Cost Proposal
One (1) copy of the cost proposal shall be submitted in a separately sealed envelope and will not be opened until the vendor’s proposals have been ranked based on their qualifications. The elements of the Cost Proposal shall detail a fee structure for all services provided. Proposals without a separate, sealed Cost Proposal will not be accepted.
x Indicate fees as a percentage of the District's collected permit fees and/or an hourly compensation rate for consulting staff. Proposed fee structure should be based on District's Building and Safety Fee Schedule.
x Provide a schedule of hourly compensation rates for services provided not otherwise included in the percentage fee, such as services performed for District permits or projects that would not incur associated permit fees. x Provide a schedule of additional charges for incidental expenses not otherwise included in the percentage fee or hourly rates.
3) Office-Space Acknowledgement
The District shall provide the consultant with office space and support services for normal office operation between 8:00 a.m. and 5:00 p.m. on each District workday at no additional charge. Include an acknowledgement of the District's terms for an Office Space Agreement in which the consultant will operate from the Mountain House Town Hall free of charge.
4) Signature Sheet
Complete every line of Attachment 1 in this RFP and return with the Proposal package.
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12 5) References
Include at least three references (name, organization name, email, and current phone number) from local government organizations who have recently engaged the Proposer’s services in a similar capacity to the Scope of Services outlined in this RFP.
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13 PROPOSAL EVALUATION AND SELECTION
a) Evaluation and Scoring Criteria
The District will evaluate all proposals deemed complete and responsive to this RFP through an evaluation panel selected by the District. The following criteria will be used for evaluation:
1. Understanding (30%): Understanding of the Scope of Work; demonstrated knowledge of the work; identification and knowledge of Federal, State, County, District, and other agency requirements, as applicable to the requested services.
2. Qualifications and Experience (25%): The technical expertise and professional competence in areas directly related to this RFP; for each proposed candidate required number of years of experience in performing similar work; demonstrated ability to manage and coordinate the services, deliver quality products/services, be a reliable service provider, stay within budget, and meet deadlines; level of experience and training of key personnel assigned, including sub-consultants, if applicable; strength and stability of the firm; breadth and depth of resources.
3. Approach to Scope of Services (25%): The methodology and systems reflecting the ability to provide the requested services; thorough discussion of objectives; sensitive approach to public and regulatory concerns; management, coordination of services and quality controls; attention to detail and creativity.
4. References (10%): References will be verified, and all responses considered.
5. Proposal Cost (10%): Cost for providing the proposed scope of services and corresponding quality of work to be delivered based on consulting firm’s fee.
The District reserves the right to modify the composition of the Review Committee and retains full discretion in determining the applicability and weight of the evaluation criteria listed above. During the evaluation process, the District reserves the right, where it may serve the District’s best interest, to request additional information or clarification from Proposers, or to allow corrections of errors or omissions. b) Short-List Selection
The District expects to select two or more proposers from the RFP responses to continue with further evaluation. The short-listed proposers will be contacted in writing regarding their status as short-listed proposers. Additional discovery may be performed to assist in selecting the short list proposers. The District may request an interview from the shortlisted firms to further assist in the selection process. Should the District choose to require an interview process, the proposer will be required to make a short presentation, followed by a question-and-answer period.
c) Final Selection
The finalist will be selected by compiling the qualifications, references, and price evaluation criteria and selecting the one top ranked proposer that the District feels would
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14 make the best Building and Safety services provider. The District may, at its discretion, select two finalists if it believes that two proposers are so close as to consider the evaluation a draw. In this case, the two proposers will be taken through negotiation. The best- negotiated solution will become the finalist and will be contracted to provide the proposed solution. If agreement cannot be reached with the top ranked proposer, the District will dismiss the proposer and begin negotiation with the second ranked proposer. d) Solution Confirmation / Best and Final Offer
Upon selection of the finalist, the District and the finalist will meet to enable both parties to confirm all requirements and representations to complete the best and final offer. This meeting may include additional demonstrations, confirmation of information, or any additional items that either party requires to be confirmed. The proposer will then complete their best and final offer. The best and final offer will form the basis for contract negotiation.
e) Contract Negotiation
At the conclusion of solution confirmation and best and final offer, the District will enter contract negotiations with the finalist. The final negotiated contract, along with the best and final offer, will be submitted to the District Board for approval.
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15 RFP SCHEDULE AND INQUIRIES
Issuance of RFP February 28, 2024.
Requests for Clarification Deadline March 15, 2024, 4:00 p.m.
Oral Presentation/Interview with Finalists April 10-11, 2024.
Final Selection & Contract Negotiations April 12-15, 2024.
Award – Board Meeting May 08, 2024.
Soft Start June 01, 2024.
Full Implementation July 01, 2024.
Any Proposal received after the required time and date specified for receipt shall be considered late and non-responsive. While the District will reply to acknowledge receipt of your proposal, it is recommended that you call David James at (209) 362-0876 to confirm receipt if you are submitting a proposal close to the submittal deadline. It is the responsibility of the Proposer to ensure that the Proposal is received by the time specified in this RFP. Late Proposals shall be returned unopened. a) Questions Regarding this RFP
Any questions or requests for interpretation or clarification, either administrative or technical, about this RFP must be submitted in writing to David James, Director CDD at [email protected] prior to 4:00 p.m. (PT), March 15, 2024. Oral statements concerning the meaning or intent of the contents of this RFP by any person is unauthorized and invalid. The District will not be responsible for any other explanation or interpretation of the RFP, or for any oral instructions. Any contact with District personnel other than identified above regarding this RFP may disqualify a Contractor.
Interpretation or correction of the RFP will be made by addendum posted on the District bid webpage (available at http:// www.mountainhousecsd.org), and any addendum will be considered a part of the RFP and will be incorporated therein. It is incumbent on the Proposer to review and address any addenda posted on the District bid webpage prior to submission of the final Proposal. Registration for bid notifications on the District webpage does not relieve the Proposer of the responsibility for ensuring that posted addenda have been received and addressed.
Deadline for Submitting Proposal March 29, 2024, 4:00 p.m.
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16 PROPOSAL TERMS AND CONDITIONS
1. This RFP does not commit the District to enter into an agreement, to pay any cost incurred in the preparation of a submittal to this request or in subsequent negotiations, or to procure or contract for the project.
2. At any time prior to the specified time and date set for the submission, a person/firm, or their designated representative, may withdraw their proposal by written request signed by the Proposer or authorized representative.
3. It is the Proposer’s responsibility alone to ensure delivery of a Proposal to the RFP administrator prior to the submittal deadline stipulated in this RFP. The official time clock which will establish the submittal deadline will be determined by the District. Late proposal submissions will not be accepted or considered.
4. The issuance of this RFP and the acceptance of a proposal do not constitute an agreement by the District that any contract will be entered into by the District. The District expressly reserves the right, at the District’s sole discretion, to:
x Reject any or all proposals.
x Reissue an RFP.
x Extend the time frame for submission of the proposals by notification to all parties who have registered an interest in this RFP with the District. x Request more information from any or all applicants.
x Waive any immaterial defect or informality.
x Decline to go forward with the RFP. The District expressly reserves the right not to proceed to contract under this RPP.
x Reject any Subcontractor or Contractor proposed by the Proposer. x Accept whichever proposal(s) that may be in the best interest of the District.
5. All services shall be provided in accordance with Exhibit A, the District's Professional Services Agreement. The District’s policy is that the Agreement be accepted as is. By submitting a Proposal in response to this RFP, the Proposer is deemed to have provided its approval of the Agreement and assurance that it is able to meet the requirements contained therein. If a Proposer seeks limited modification of any aspect of the Agreement, then the Proposer must identify the proposed changes in their Proposal. However, changes or qualifications to the Agreement may be weighed in the evaluation of the Proposal and, at the District’s discretion, may cause rejection of the Proposal as non-responsive.
6. This RFP, or any part of it, and the Proposer’s submission, may be incorporated into and made a part of the Agreement. The District reserves the right to further negotiate and/or modify the terms and conditions of the Agreement. Final terms of any agreement will be established during negotiations. Negotiations may be terminated by the District for failure to reach mutually acceptable terms and the District may award the Agreement to the next qualified Proposer.
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17 7. Proposals become the property of the District and information contained therein shall become public documents subject to disclosure laws after the contract is awarded. (Government Code Section 6250 et seq.). The District reserves the right to make use of any information or idea contained in the Proposal. Proposer must notify the District in advance of any proprietary or confidential materials contained in the Proposal and provide justification for not making such material public. The District will have the sole discretion to disclose or not disclose such material subject to state law. All materials, ideas, and formats submitted in response to this RFP will become the property of the District upon receipt.
8. The selected Proposer will be required to provide evidence of liability insurance pursuant to District requirements prior to Agreement execution (see Attachment 1 for insurance requirements). The District will require certificates of insurance and additional insured endorsements, as specified in Exhibit A of the Sample Agreement.
9. Consultant shall obtain a District Business Registration prior to commencing any work.
10. The selected Proposer will maintain any required professional licenses and registrations during the life of the contract with the District.
11. The Proposer may utilize the services of subcontractors on those parts of the work which, under normal contracting practices, are performed by specialty subcontractors. Unless a specific subcontractor is listed by the Proposer, Proposer is representing to District that Proposer has all appropriate licenses, certifications, and registrations to perform the work hereunder. After submission of the proposal, the Proposer shall not award work to any unlisted subcontractor without prior written approval of the District. The proposer shall be fully responsible to the District for the performance of his/her subcontractors, and of persons either directly or indirectly employed by them. Nothing contained herein shall create any contractual relation between any subcontractor and the District.
12. Proposers are responsible for making all necessary investigations and examination of records related to this RFP. Failure to do so will not act to relieve any condition of a potential Agreement or the requirements set out in this RFP. It is mutually understood and agreed that the submission of a proposal shall be considered evidence that the Proposer has made such examinations and investigations. No request for modification of proposal shall be considered after its submission on the grounds that the Proposer was not fully informed as to any fact or condition.
13. Proposers are responsible for reviewing all portions of this RFP. Proposers are to promptly notify the District, in writing, if the proposer discovers any ambiguity, discrepancy, omission or other error in the RFP. Any such notification should be directed to the District promptly after discovery, but in no event later than the deadline for clarifications or corrections stipulated in this RFP.
Protests of the contract award must be made, no later than five (5) working days after the aggrieved party knows or should have known of the facts giving rise to the protest.
14. The District may, from time to time, issue Addenda to the RFP. Proposers are responsible for ensuring that they have received any and all Addenda. Each Proposer is responsible for verifying
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18 that it has received all Addenda issued, if any. Proposers must acknowledge receipt of all Addenda, if any, in their proposals. Failure to acknowledge receipt of all Addenda may cause a Proposal to be deemed incomplete and non-responsive.
15. The District reserves the right to contract with other firms during the contract term or to issue multiple contracts for individual aspects of the project as may deemed in the best interests of the District.
16. The District’s payment terms are 30 (thirty) days from the receipt of an original invoice and District acceptance of the quantity and quality of the services being billed. District reserves the right to delay any post-termination payment until completion or confirmed abandonment of the project, as may be determined in the District’s sole discretion, so as to permit a full and complete accounting of costs.
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d/KE Ϯ YƵĂůŝĨŝĐĂƚŝŽŶƐΘ
džƉĞƌŝĞŶĐĞ ϯ
^
d/KE ϯ KƌŐĂŶŝnjĂƚŝŽŶΘ^ƚĂĨĨŝŶŐ ϰ
^
d/KE ϰ ƉƉƌŽĂĐŚƚŽ^ĐŽƉĞŽĨ^ĞƌǀŝĐĞƐ ϱ
^
d/KE ϱ ZĞĨĞƌĞŶĐĞƐ ϭϭ
^
d/KE ϲ &ĞĞ^ĐŚĞĚƵůĞ;^ĞƉĂƌĂƚĞƚƚĂĐŚŵĞŶƚͿ ϭϰ
^
d/KE ϳ ƉƉĞŶĚŝdž;ZĞƐƵŵĞƐ Θ^ŝŐŶĂƚƵƌĞ^ŚĞĞƚͿ ϭϱ
ATTACHMENT A
Item 8.2
Mountain House Page 141 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
^^/KE>KE^h>d/E'^
Zs/
^&KZh/>/E'E^&
dz
ϵϯϬ&ƌĞƐŶŽ^ƚƌĞĞƚ͕EĞǁŵĂŶ͕ϵϱϯϲϬ
ƉŚŽŶĞ ϮϬϵ͘ϴϲϮ͘ϵϱϭϭ ͮ ĨĂdž ϮϬϵ͘ϴϲϮ͘ϭϬϳϵ ͮ ǁǁǁ͘ĐƐŐĞŶŐƌ͘ĐŽŵ ŽǀĞƌ>ĞƚƚĞƌ
DĂƌĐŚϮϵ͕ϮϬϮϰ
ĂǀŝĚ:ĂŵĞƐ
ŽŵŵƵŶŝƚLJĞǀĞůŽƉŵĞŶƚŝƌĞĐƚŽƌ
DŽƵŶƚĂŝŶ,ŽƵƐĞŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐŝƐƚƌŝĐƚ
Ϯϱϭ
DĂŝŶ^ƚ͘
DŽƵŶƚĂŝŶ,ŽƵƐĞ͕ϵϱϯϵϭ
ZĞ͗Z&WĨŽƌWƌŽĨĞƐƐŝŽŶĂůŽŶƐƵůƚŝŶŐ^ĞƌǀŝĐĞƐĨŽƌƵŝůĚŝŶŐΘ^ĂĨĞƚLJ^ĞƌǀŝĐĞƐ;Z&WϮϰϬϭͿ ĞĂƌDƌ͘:ĂŵĞƐ͕
dŚĂŶŬLJŽƵĨŽƌƚŚĞŽƉƉŽƌƚƵŶŝƚLJĨŽƌ^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘;^'Ϳ ƚŽƐƵďŵŝƚŽƵƌƉƌŽƉŽƐĂůƚŽƚŚĞ DŽƵŶƚĂŝŶ,ŽƵƐĞ ŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐŝƐƚƌŝĐƚ ;DŽƵŶƚĂŝŶ,ŽƵƐĞͿĨŽƌWƌŽĨĞƐƐŝŽŶĂůŽŶƐƵůƚŝŶŐ^ĞƌǀŝĐĞƐĨŽƌƵŝůĚŝŶŐĂŶĚ^ĂĨĞƚLJ ^ĞƌǀŝĐĞƐ͘ tĞŚĂǀĞĐĂƌĞĨƵůůLJĂƐƐĞŵďůĞĚĂƚĂůĞŶƚĞĚĂŶĚĞdžƉĞƌŝĞŶĐĞĚƚĞĂŵƚŚĂƚƉŽƐƐĞƐƐĞƐƚŚĞŶĞĐĞƐƐĂƌLJ ĞdžƉĞƌƚŝƐĞƚŽŽƉĞƌĂƚĞĂƐƵĐĐĞƐƐĨƵůĂŶĚĞĨĨŝĐŝĞŶƚĚŝǀŝƐŝŽŶĚƵƌŝŶŐ DŽƵŶƚĂŝŶ,ŽƵƐĞ͛ƐĂŶƚŝĐŝƉĂƚĞĚƚƌĂŶƐŝƚŝŽŶƚŽ ŝƚLJŚŽŽĚ͘
ƐŽŶĞŽĨƚŚĞĨĂƐƚĞƐƚŐƌŽǁŝŶŐĂƌĞĂƐŝŶĂůŝĨŽƌŶŝĂ͕DŽƵŶƚĂŝŶ,ŽƵƐĞ͛ƐďƵŝůĚŽƵƚƉŽƉƵůĂƚŝŽŶƉƌŽũĞĐƚŝŽŶŽĨϱϬ͕ϬϬϬ ƌĞƐŝĚĞŶƚƐƐŝŐŶĂůƐƐŝŐŶŝĨŝĐĂŶƚĚĞǀĞůŽƉŵĞŶƚƉŽƚĞŶƚŝĂůͶĐŽƵƉůĞĚǁŝƚŚĂϲ͘ϱϮйŐƌŽǁƚŚƉƌŽũĞĐƚŝŽŶƚŚĂƚŝƐŵĂƌŬĞĚůLJ ŚŝŐŚĞƌƚŚĂŶŽƚŚĞƌĐŽŵŵƵŶŝƚŝĞƐŝŶƚŚĞƌĞŐŝŽŶ͘dŽƐƵƉƉŽƌƚƚŚŝƐƌĂƉŝĚĞdžƉĂŶƐŝŽŶ͕^'ŚĂƐĐĂƌĞĨƵůůLJƐĞůĞĐƚĞĚ ƉĞƌƐŽŶŶĞůǁŝƚŚĞdžƉĞƌŝĞŶĐĞƐƚĂĨĨŝŶŐĨƵůůͲƐĞƌǀŝĐĞďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƐĨŽƌĂŐĞŶĐŝĞƐƚŚĂƚŝŶĐůƵĚĞ͗ ŝƚLJŽĨ>ŽƐĂŶŽƐ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕WůĂŶ ZĞǀŝĞǁĞƌƐ͕WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶƐ͕ĂŶĚ/ŶƐƉĞĐƚŽƌƐ͘
ŝƚLJŽĨ
ůŬ'ƌŽǀĞ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ƵŝůĚŝŶŐWůĂŶ ZĞǀŝĞǁĞƌƐ͕WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶƐ͕ĂŶĚ/ŶƐƉĞĐƚŽƌƐ͘
ŝƚLJŽĨWĂƚƚĞƌƐŽŶ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂů͕ƵŝůĚŝŶŐΘ&ŝƌĞWůĂŶZĞǀŝĞǁĞƌƐ͕ĂŶĚ ƵŝůĚŝŶŐΘ&ŝƌĞ/ŶƐƉĞĐƚŽƌƐ
ŝƚLJŽĨ^ĂĐƌĂŵĞŶƚŽ͗ &ŽƌƚŚĞŝƚLJ͕^'ƉƌŽǀŝĚĞƐƵŝůĚŝŶŐKĨĨŝĐŝĂů^ĞƌǀŝĐĞƐ͕ƵŝůĚŝŶŐĂŶĚ&ŝƌĞWůĂŶ ZĞǀŝĞǁĞƌƐ͕ĂƐǁĞůůĂƐ&ŝĞůĚ/ŶƐƉĞĐƚŽƌƐ͘
dŚƌŽƵŐŚƚŚŝƐĞdžƉĞƌŝĞŶĐĞ͕^'ƐƚĂĨĨŚĂǀĞŐĂŝŶĞĚŝŶǀĂůƵĂďůĞŝŶƐŝŐŚƚƐŝŶƚŽŚŽǁƚŽĞĨĨŝĐŝĞŶƚůLJĂŶĚĞĨĨĞĐƚŝǀĞůLJƐƚĂĨĨ ĂĨƵůůͲƐĞƌǀŝĐĞďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚŝŶĂǀĂƌŝĞƚLJŽĨƐŝƚƵĂƚŝŽŶƐƵŶŝƋƵĞƚŽĞĂĐŚũƵƌŝƐĚŝĐƚŝŽŶ͘&ŽƵŶĚĞĚŝŶϭϵϵϭ͕ ^' ŚĂƐĂŶĞƐƚĂďůŝƐŚĞĚƚƌĂĐŬƌĞĐŽƌĚŽĨƐƵĐĐĞƐƐĂŶĚĐƵƌƌĞŶƚůLJĨƵƌŶŝƐŚĞƐƉůĂŶŶŝŶŐ͕ĞŶǀŝƌŽŶŵĞŶƚĂů͕ƐƵƐƚĂŝŶĂďŝůŝƚLJ͕ ďƵŝůĚŝŶŐĂŶĚƐĂĨĞƚLJ͕ĨŝƌĞƉƌĞǀĞŶƚŝŽŶ͕ĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚ͕ƉƵďůŝĐ ǁŽƌŬƐ͕ĂŶĚĂŚŽƐƚŽĨĂĚĚŝƟŽŶĂůƐĞƌǀŝĐĞƐƚŽŽǀĞƌ ϮϱϬŵƵŶŝĐŝƉĂůĐůŝĞŶƚƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂ͘ĚĚŝƚŝŽŶĂůůLJ͕ĐŽŶƐŝĚĞƌŝŶŐŽƵƌĞdžŝƐƚŝŶŐƌĞůĂƚŝŽŶƐŚŝƉǁŝƚŚƚŚĞ ŽƵŶƚLJŽĨ^ĂŶ:ŽĂƋƵŝŶ͕^'ŚĂƐĂƵŶŝƋƵĞƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨƚŚĞǁŽƌŬƌĞƋƵŝƌĞĚƚŽĨŝŶĂůŝnjĞĂŶLJŽƵƚƐƚĂŶĚŝŶŐ ƉĞƌŵŝƚƐƚŚĂƚĂƌĞƐƚŝůůŝŶƉƌŽĐĞƐƐĂŶĚĞdžĐĞůƐŝŶĨĂĐŝůŝƚĂƚŝŶŐƚŚĞƐĞƚƌĂŶƐŝƚŝŽŶƐ͘ ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ ǁŝůůƐĞƌǀĞĂƐƚŚĞƉƌŝŵĂƌLJĐŽŶƚĂĐƚĂŶĚZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌ͕ĞŶƐƵƌŝŶŐƚŚĂƚĂůů ƐĞƌǀŝĐĞƐǁŝůůďĞƉƌŽǀŝĚĞĚŝŶĂƚŝŵĞůLJĂŶĚĞĨĨŝĐŝĞŶƚŵĂŶŶĞƌ͘ ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ ͮZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐ DĂŶĂŐĞƌ
ϮϬϵ͘ϴϲϮ͘ϵϱϭϭŽĨĨŝĐĞ ͮϮϬϵ͘ϱϵϱ͘ϳϭϬϯĐĞůůͮĐƌŝĐŬĞƚƚďΛĐƐŐĞŶŐƌ͘ĐŽŵ ĞŵĂŝů WůĞĂƐĞĨĞĞůĨƌĞĞƚŽĐŽŶƚĂĐƚDƐ͘ƌŝŶŬŵĂŶ ǁŝƚŚĂŶLJƋƵĞƐƚŝŽŶƐŽƌĐŽŵŵĞŶƚƐLJŽƵŵĂLJŚĂǀĞƌĞŐĂƌĚŝŶŐŽƵƌ ƉƌŽƉŽƐĂů͘ dŚŝƐƉƌŽƉŽƐĂůǁŝůůƌĞŵĂŝŶǀĂůŝĚĨŽƌĂϵϬͲĚĂLJƉĞƌŝŽĚĂŶĚ^'ĂĨĨŝƌŵƐƚŚĂƚǁĞĐĂŶĐŽŵƉůLJǁŝƚŚƚŚĞ ĐŽŶƚƌĂĐƚƉƌŽǀŝƐŝŽŶƐĂƐŽƵƚůŝŶĞĚŝŶƚŚĞDŽƵŶƚĂŝŶ,ŽƵƐĞƐĂŵƉůĞĂŐƌĞĞŵĞŶƚĂŶĚŝŶƐƵƌĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ tĞ ĂƌĞƚƌƵůLJĞdžĐŝƚĞĚĂďŽƵƚƚŚĞƉƌŽƐƉĞĐƚŽĨƉƌŽǀŝĚŝŶŐƚŚŝƐƐĞƌǀŝĐĞƚŽDŽƵŶƚĂŝŶ,ŽƵƐĞĚƵƌŝŶŐŝƚƐ ƚƌĂŶƐŝƚŝŽŶƚŽ ŝƚLJŚŽŽĚ͘
^ŝŶĐĞƌĞůLJ͕
LJƌƵƐ<ŝĂŶƉŽƵƌ͕W
͕W>^
WƌĞƐŝĚĞŶƚ͕^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘
^
d/KE ϭ
^ŝŶĐĞƌĞůLJ͕
<ŝ
ATTACHMENT A
Item 8.2
Mountain House Page 142 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
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&KZWZK&
^^/KE>KE^h>d/E'^
Zs/
^&KZh/>/E'E^&
dz
ϯ
YƵĂůŝĨŝĐĂƚŝŽŶƐΘ
džƉĞƌŝĞŶĐĞ
&/ZDWZK&/>
^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘;^'ͿŝƐĂŶĞŵƉůŽLJĞĞͲŽǁŶĞĚ͕ ĂůŝĨŽƌŶŝĂĐŽŵƉĂŶLJǁŝƚŚ ŝƚƐ ůŽĐĂůŽĨĨŝĐĞŝŶEĞǁŵĂŶ ĂŶĚ ŚĞĂĚƋƵĂƌƚĞƌƐŝŶ &ŽƐƚĞƌ ŝƚLJ͘ĚĚŝƚŝŽŶĂůƐƵƉƉŽƌƚŝƐĂǀĂŝůĂďůĞĨƌŽŵŽƵƌŽƚŚĞƌŽĨĨŝĐĞƐŝŶ &ƌĞƐŶŽ͕^ĂĐƌĂŵĞŶƚŽ͕ WůĞĂƐĂŶƚŽŶ͕WĂƐŽZŽďůĞƐ͕ ^ĂŶ :ŽƐĞ͕ ĂŶĚKƌĂŶŐĞ͘^'ƉƌŽǀŝĚĞƐĂǁŝĚĞƌĂŶŐĞŽĨƐĞƌǀŝĐĞƐƚŽĐŽŵŵƵŶŝƚLJ ĚĞǀĞůŽƉŵĞŶƚĂŶĚƉƵďůŝĐǁŽƌŬƐĚĞƉĂƌƚŵĞŶƚƐ͕ŽĨƚĞŶƐĞƌǀŝŶŐĂƐĂƐĞĂŵůĞƐƐĞdžƚĞŶƐŝŽŶŽĨĂŐĞŶĐLJƐƚĂĨĨ͘dŚĞ ŵĂũŽƌŝƚLJŽĨƚŚĞϯϱϬнŝŶĚŝǀŝĚƵĂůƐǁŝƚŚŝŶŽƵƌĨŝƌŵŚĂǀĞƉƌŽǀŝĚĞĚƉƵďůŝĐĂŐĞŶĐLJƐĞƌǀŝĐĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞŝƌĞŶƚŝƌĞ ĐĂƌĞĞƌƐ͘KƵƌƚĂůĞŶƚĞĚƉĞƌƐŽŶŶĞůŚĂǀŝŶŐŚĞůĚƉŽƐŝƚŝŽŶƐǁŝƚŚŝŶĐŽŵŵƵŶŝƚŝĞƐĨĂĐŝŶŐƐŝŵŝůĂƌĚĞǀĞůŽƉŵĞŶƚ ŽƉƉŽƌƚƵŶŝƚŝĞƐ ĂƐDŽƵŶƚĂŝŶ,ŽƵƐĞ ďƌŝŶŐĂǁĞĂůƚŚŽĨŝĚĞĂƐ͕ĞdžƉĞƌŝĞŶĐĞ͕ĂŶĚƐŽůƵƚŝŽŶƐ͘ ^'͛ƐƉƌŽƉŽƐĞĚƐƚĂĨĨŝƐ ǁĞůůͲǀĞƌƐĞĚŝŶŵŝdžĞĚƐƚĂĨĨͬĐŽŶƐƵůƚĂŶƚĞŶǀŝƌŽŶŵĞŶƚƐĂŶĚƚŚƌŝǀĞĂƚĨŽƐƚĞƌŝŶŐƉŽƐŝƚŝǀĞǁŽƌŬŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐ ǁŝƚŚĂůůƉĂƌƚŝĞƐ ŝŶǀŽůǀĞĚ͘
ED
K&&/ZD͗ ^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘
WZ/DZzKEdd͗ ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ ͮZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐ DĂŶĂŐĞƌ ϮϬϵ͘ϴϲϮ͘ϵϱϭϭŽĨĨŝĐĞ ͮϮϬϵ͘ϱϵϱ͘ϳϭϬϯĐĞůůͮĐƌŝĐŬĞƚƚďΛĐƐŐĞŶŐƌ͘ĐŽŵ ĞŵĂŝů >K>K&&/
͗ ϵϯϬ&ƌĞƐŶŽ^ƚƌĞĞƚ͕EĞǁŵĂŶ͕ϵϱϯϲϬ
,
YhZd
Z^͗ ϱϱϬWŝůŐƌŝŵƌŝǀĞ͕&ŽƐƚĞƌŝƚLJ͕ϵϰϰϬϰ
Z
'/KE>K&&/
^͗ ϯϭϱϬůŵĂĚĞŶ
džƉƌĞƐƐǁĂLJηϮϱϱ͕^ĂŶ:ŽƐĞ͕ϵϱϭϭϴ
ϯϴϳϱ,ŽƉLJĂƌĚZŽĂĚ͕^ƵŝƚĞϭϰϭ͕WůĞĂƐĂŶƚŽŶ͕ϵϰϱϴϴ
ϴϬϵϵƚŚ ^ƚƌĞĞƚ͕^ƵŝƚĞϮ͕ WĂƐŽZŽďůĞƐ͕ϵϯϰϰϲ
ϯϳϬϳt͘'ĂƌĚĞŶ'ƌŽǀĞŽƵůĞǀĂƌĚ͕KƌĂŶŐĞ͕ϵϮϴϲϴ
ϱϭϱϭEŽƌƚŚWĂůŵǀĞŶƵĞ͕^ƵŝƚĞϱϯϬ͕&ƌĞƐŶŽ͕ϵϯϳϬϰ
ϭϯϬϯ:^ƚƌĞĞƚ͕^ƵŝƚĞϮϳϬ͕^ĂĐƌĂŵĞŶƚŽ͕ ϵϱϴϭϰ
DW>Kz
^͗ ϯϱϬн
z
Z^/Eh^/E
^^͗ ϯϯ;
ƐƚĂďůŝƐŚĞĚϭϵϵϭͿ
dzW
K&h^/E
^^͗ ĂůŝĨŽƌŶŝĂŽƌƉŽƌĂƚŝŽŶͻ /ŶĐŽƌƉŽƌĂƚĞĚ:ƵŶĞϭϱ͕ϮϬϬϬͻ &ĞĚĞƌĂů/͗ϵϭͲϮϬϱϯϳϰϵ ^
d/KE Ϯ
ATTACHMENT A
Item 8.2
Mountain House Page 143 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
^^/KE>KE^h>d/E'^
Zs/
^&KZh/>/E'E^&
dz
ϰ
KƌŐĂŶŝnjĂƚŝŽŶΘ^ƚĂĨĨŝŶŐ
KZ'E/d/KE>,Zd
ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ ǁŝůůƐĞƌǀĞĂƐƚŚĞƉƌŝŵĂƌLJƉŽŝŶƚŽĨĐŽŶƚĂĐƚĂŶĚƚŚĞWƌŽũĞĐƚDĂŶĂŐĞƌĨŽƌƚŚŝƐĐŽŶƚƌĂĐƚͶ ŽǀĞƌƐĞĞŝŶŐĂůůƉƌŽƉŽƐĞĚƐƚĂĨĨŝŶĚŝĐĂƚĞĚďĞůŽǁ͖ĂůůŽĐĂƚŝŶŐĂƉƉƌŽƉƌŝĂƚĞůĞǀĞůƐŽĨƉůĂŶƌĞǀŝĞǁ͕ĐŽƵŶƚĞƌ ŽƉĞƌĂƚŝŽŶƐ͕ ĂŶĚͬŽƌŝŶƐƉĞĐƚŝŽŶƌĞƐŽƵƌĐĞƐƚŽƚŚŝƐĐŽŶƚƌĂĐƚ͖ĂŶĚĞŶƐƵƌŝŶŐƚŚĂƚǁŽƌŬŝƐĐŽŵƉƌĞŚĞŶƐŝǀĞ͕ƚŚŽƌŽƵŐŚ͕ ĂŶĚŵĞĞƚƐĚĞĂĚůŝŶĞƐ͘EŽƐƵďĐŽŶƐƵůƚĂŶƚƐǁŝůůďĞƵƐĞĚŽŶƚŚŝƐĐŽŶƚƌĂĐƚ͘ ĞƚĂŝůĞĚƌĞƐƵŵĞƐŚĂǀĞďĞĞŶƉƌŽǀŝĚĞĚ ŝŶƚŚĞĂƉƉĞŶĚŝdž͘
ƌŝĐŬĞƚƚƌŝŶŬŵĂŶ
ZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌ
:ĞĨĨ:ĂŶĞƐ͕K͕&D
ƐƐŝƐƚĂŶƚWƌŽũĞĐƚDĂŶĂŐĞƌ
WZK:
dDE'
D
Ed
dĂŵŝdĂŶŬĞƌƐůLJ
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
dŚĞƌĞƐĂ,ĂƌƚŵĂŶ
^ĞŶŝŽƌWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
DŝĐĂLJůĂDĂƌƚŝŶƐ
^ĞŶŝŽƌWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
W
ZD/dd
,E//E^
DŝƌŽ>ŚŽƚƐŬLJ͕^
͕K͕DW
^ĞŶŝŽƌWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
ůŝŶŶĂŶ͕W
͕K͕^Ɖ
^ĞŶŝŽƌWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
ŚƌŝƐƚŝŶĞ:ĂŶƐĞŶ͕W
WƌŝŶĐŝƉĂůWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
ŶŶĞƚƚĞDĂLJĨŝĞůĚ͕^Ɖ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
/ǀĂŶZĂŵŝƌĞnj
ƐƐŽĐŝĂƚĞWůĂŶƐ
džĂŵŝŶĞƌ
ŽŶWƌŝĐĞ͕^
^ĞŶŝŽƌ^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌ
'ŝůďĞƌƚWĞƚƌŝƐ
WƌŝŶĐŝƉĂůWůĂŶƐ
džĂŵŝŶĞƌ
'ĂďƌŝĞůĂ^ĐŽƚƚ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
DĂƌŬ^ĂĚŽǁƐŬŝ
WƌŝŶĐŝƉĂůWůĂŶƐ
džĂŵŝŶĞƌ
^ĐŽƚƚDĂƌƚŝŶŝ͕W
^ĞŶŝŽƌWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
^ƚƵĂƌƚ
ŶŐůĂŶĚ͕^Ɖ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
>ĂƌĂ,ƵƐŬĞLJ
ƵŝůĚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌ
^ƚĞǀĞŶ^ƚŽŬĞƐ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
ƐŚŬĂŶĞůƐŝŵ͕W
^ĞŶŝŽƌWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
ŚƌŝƐƚŝŶĞhŚĂůĚĞ
ƐƐŽĐŝĂƚĞWůĂŶƐ
džĂŵŝŶĞƌ
:ĂƌĞĚůĂLJƉŽŽů
ƐƐŽĐŝĂƚĞWůĂŶƐ
džĂŵŝŶĞƌ
h/>/E'W>EZ
s/
t
WZKWK^
^/'Ed
h/>/E'K&&//>
DŝŬĞƌŝŶŬŵĂŶ͕K͕^Ɖ͕DW
ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂůͬ/ŶƐƉĞĐƚŝŽŶDĂŶĂŐĞƌ
h/>/E'/E^W
d/KE
ƌŝĂŶKĚŽŵ
ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů
<ĞŶŶĞƚŚĂďƌĂů
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
:ŽƐŚƵĂ>ĂƵƉƵĂ
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
W>EZ
s/
tDE'
Z
ƌLJĂŶ^ƉĂŝŶ͕W
͕^Ɖ
WůĂŶZĞǀŝĞǁDĂŶĂŐĞƌ
^
d/KE ϯ
ATTACHMENT A
Item 8.2
Mountain House Page 144 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
^^/KE>KE^h>d/E'^
Zs/
^&KZh/>/E'E^&
dz
ϱ
ƉƉƌŽĂĐŚƚŽ^ĐŽƉĞŽĨ^ĞƌǀŝĐĞƐ
h/>>/E'Θ^&
dz/s/^/KED/E/^dZd/KE
ƵŝůĚŝŶŐKĨĨŝĐŝĂů^ĞƌǀŝĐĞƐ
^'͛ƐƵŝůĚŝŶŐKĨĨŝĐŝĂůƐĂƌĞĐĞƌƚŝĨŝĞĚĂŶĚŚĂǀĞĞdžƚĞŶƐŝǀĞďƵŝůĚŝŶŐŝŶĚƵƐƚƌLJĞdžƉĞƌŝĞŶĐĞ͘dŚĞLJŚĂǀĞƚŚĞƉƌŽǀĞŶ ƐŬŝůůƐ͕ƚĞĐŚŶŝĐĂůŬŶŽǁůĞĚŐĞĂŶĚĂǁĞůůͲƌŽƵŶĚĞĚĂƉƉƌŽĂĐŚƚŽƉĞƌĨŽƌŵŝŶŐƵŝůĚŝŶŐŝǀŝƐŝŽŶĂĚŵŝŶŝƐƚƌĂƚŝŽŶĂŶĚ ƉƌŽǀŝĚŝŶŐŵĂŶĂŐĞŵĞŶƚŽǀĞƌƐŝŐŚƚĂŶĚĚŝƌĞĐƚŝŽŶƚŽƉůĂŶƌĞǀŝĞǁĞƌƐ͕ŝŶƐƉĞĐƚŽƌƐ͕ĂŶĚƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶƐ͘KƵƌ ƵŝůĚŝŶŐKĨĨŝĐŝĂůƐĂƌĞǁĞůůͲŬŶŽǁŶĨŽƌƚŚĞŝƌĐŽŶƐƵŵŵĂƚĞĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐŬŝůůƐĂŶĚƐƵĐĐĞƐƐĨƵůŝĚĞŶƚŝĨŝĐĂƚŝŽŶŽĨ ƐŽůƵƚŝŽŶƐƚŚƌŽƵŐŚŝŶŶŽǀĂƚŝǀĞƉƌŽďůĞŵƐŽůǀŝŶŐ͘dŚĞLJĐĂŶďĞĂǀĂŝůĂďůĞĨƵůůͲƚŝŵĞŽƌ ƉĂƌƚͲƚŝŵĞĂƐŶĞĞĚĞĚ͘ ^'͛ƐƵŝůĚŝŶŐKĨĨŝĐŝĂůƐŚĂǀĞĞdžƉĞƌƚŝƐĞŝŶƉƌŽǀŝĚŝŶŐƚŚĞĨŽůůŽǁŝŶŐƐĞƌǀŝĐĞƐĂŶĚĐĂŶĞĂƐŝůLJĂĚĂƉƚƚŽŽƚŚĞƌ ƌĞƋƵĞƐƚƐĂƐŶĞĞĚĞĚ͗
ƵŝůĚŝŶŐKĨĨŝĐŝĂůĚŵŝŶŝƐƚƌĂƚŝŽŶ͕ŝŶĐůƵĚŝŶŐĂĚĚƌĞƐƐŝŶŐĐŽŵƉůĞdžƵŝůĚŝŶŐŽĚĞŝƐƐƵĞƐ͕ĐŽĚĞ ŝŶƚĞƌƉƌĞƚĂƚŝŽŶ͕ĂŶĚƌĞƐŽůƵƚŝŽŶŽĨŝŶƋƵŝƌŝĞƐĂŶĚĐŽŵƉůĂŝŶƚƐ ZĂƉŝĚůLJĨĂŵŝůŝĂƌŝnjŝŶŐƚŚĞŵƐĞůǀĞƐǁŝƚŚůŽĐĂůĐŽĚĞĂŵĞŶĚŵĞŶƚƐ ƉƉůLJŝŶŐŬŶŽǁůĞĚŐĞŽĨĂůůĂƐƉĞĐƚƐŽĨƚŚĞĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐŽĚĞƐĂŶĚůŽĐĂůĂŵĞŶĚŵĞŶƚƐ DĂŬŝŶŐĚĞƚĞƌŵŝŶĂƚŝŽŶƐŽŶƚŚĞĂƉƉƌŽǀĂůĂŶĚƵƐĞŽĨĂůƚĞƌŶĂƚŝǀĞŵĂƚĞƌŝĂůƐĂŶĚŵĞƚŚŽĚƐ ^ƚĂLJŝŶŐĂďƌĞĂƐƚŽĨŽŶŐŽŝŶŐĐŚĂŶŐĞƐƚŽĂƉƉůŝĐĂďůĞƐƚĂƚĞĂŶĚĨĞĚĞƌĂůůĂǁƐƚŚƌŽƵŐŚůŽŶŐͲƐƚĂŶĚŝŶŐ ŝŶĚƵƐƚƌLJƌĞůĂƚŝŽŶƐŚŝƉƐĂŶĚĂƐƐŽĐŝĂƚŝŽŶƐ
WƌŽǀŝĚŝŶŐƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞĂŶĚĞĚƵĐĂƚŝŶŐƐƚĂŬĞŚŽůĚĞƌƐ ƵŝůĚŝŶŐĂŶĚŵĂŝŶƚĂŝŶŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐĂŶĚĂŐĞŶĐŝĞƐ WĂƌƚŝĐŝƉĂƚŝŶŐŝŶƉƌĞͲĚĞǀĞůŽƉŵĞŶƚƌĞǀŝĞǁƐĂŶĚƉƌŽǀŝĚŝŶŐĐŽŵŵĞŶƚƐ WƌŽĐĞƐƐŝŶŐWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶĂŶĚŽƵŶĐŝůƐƚĂĨĨƌĞƉŽƌƚƐ ƚƚĞŶĚŝŶŐWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶĂŶĚŽƵŶĐŝůŵĞĞƚŝŶŐƐ
h/>/E'W>E,
<ΘKhEd
ZKW
Zd/KE^
ƵŝůĚŝŶŐWůĂŶZĞǀŝĞǁ^ĞƌǀŝĐĞƐ
^'͛ƐƚĞĂŵŽĨƉƌŽĨĞƐƐŝŽŶĂůƐŝƐƌĞĂĚLJƚŽĂƐƐŝƐƚŝŶĂůůĂƐƉĞĐƚƐŽĨƉůĂŶƌĞǀŝĞǁĂŶĚƚŽĨŽĐƵƐŽŶƚŚĞƐƉĞĐŝĂůŶĞĞĚƐ ĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐŽĨĞĂĐŚŽĨŽƵƌĐůŝĞŶƚƐ͘tĞƉůĞĚŐĞƚŚŽƌŽƵŐŚĂŶĚĂĐĐƵƌĂƚĞƌĞǀŝĞǁƐĂŶĚƉƌŽŵƉƚƚƵƌŶĂƌŽƵŶĚ ƚŝŵĞƐ͕ĂŶĚŽĨĨĞƌƉƌŽǀĞŶĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁƐĞƌǀŝĐĞƐĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞŽŶůŝŶĞƐƚĂƚƵƐƌĞƉŽƌƚƐ͘^'ƐĞƌǀĞƐĂƐ ĂŶĂĐƚŝǀĞƉĂƌƚŶĞƌ͕ǁŽƌŬŝŶŐĂƐĂƐĞĂŵůĞƐƐĞdžƚĞŶƐŝŽŶŽĨŽƵƌƉƵďůŝĐĂŐĞŶĐLJĐůŝĞŶƚƐŝŶƉĞƌĨŽƌŵŝŶŐƚŚĞƌĞƋƵĞƐƚĞĚ ƐĞƌǀŝĐĞƐĂŶĚǁŽƌŬŝŶŐĐůŽƐĞůLJǁŝƚŚƚŚĞĚĞǀĞůŽƉŵĞŶƚĐŽŵŵƵŶŝƚLJĂŶĚƉƵďůŝĐĂƐĚŝƌĞĐƚĞĚ͘ ŽŵƉůŝĂŶĐĞ^ƚĂŶĚĂƌĚƐ
KƵƌĞŶŐŝŶĞĞƌƐĂŶĚƉůĂŶƌĞǀŝĞǁĞƌƐĐĂƌĞĨƵůůLJƌĞǀŝĞǁĂůůƉůĂŶƐĂŶĚĚŽĐƵŵĞŶƚƐĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚďƵŝůĚŝŶŐ ĐŽĚĞƐ͕ĨŝƌĞĐŽĚĞƐ͕ĞŶĞƌŐLJĐŽŶƐĞƌǀĂƚŝŽŶƐƚĂŶĚĂƌĚƐ͕ĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJƌĞŐƵůĂƚŝŽŶƐĂĚŽƉƚĞĚďLJƚŚĞ^ƚĂƚĞŽĨ ĂůŝĨŽƌŶŝĂ͕ĂŶĚĂůůůŽĐĂůƉŽůŝĐŝĞƐĂŶĚŽƌĚŝŶĂŶĐĞƐ ŝŶĐůƵĚŝŶŐďƵƚŶŽƚůŝŵŝƚĞĚƚŽ͗ ĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐŽĚĞ͕sŽůƵŵĞƐϭĂŶĚϮ
ĂůŝĨŽƌŶŝĂZĞƐŝĚĞŶƚŝĂůŽĚĞ
ĂůŝĨŽƌŶŝĂ
ůĞĐƚƌŝĐĂůŽĚĞ
ĂůŝĨŽƌŶŝĂWůƵŵďŝŶŐŽĚĞ
ĂůŝĨŽƌŶŝĂDĞĐŚĂŶŝĐĂůŽĚĞ
ĂůŝĨŽƌŶŝĂ&ŝƌĞŽĚĞ
ĂůŝĨŽƌŶŝĂ
ŶĞƌŐLJŽĚĞ
ĂůŝĨŽƌŶŝĂ'ƌĞĞŶƵŝůĚŝŶŐ^ƚĂŶĚĂƌĚƐŽĚĞ;>'ƌĞĞŶͿ
ĂůŝĨŽƌŶŝĂ
džŝƐƚŝŶŐƵŝůĚŝŶŐŽĚĞ
ĂůŝĨŽƌŶŝĂ,ĞĂůƚŚĂŶĚ^ĂĨĞƚLJŽĚĞ
EĂƚŝŽŶĂů&ŝƌĞWƌŽƚĞĐƚŝŽŶƐƐŽĐŝĂƚŝŽŶ;E&WͿ^ƚĂŶĚĂƌĚƐĂƐĂĚŽƉƚĞĚĂŶĚƌĞĨĞƌĞŶĐĞĚďLJƚŚĞ^ƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ ;ĂůŝĨŽƌŶŝĂŽĚĞŽĨZĞŐƵůĂƚŝŽŶƐ͕dŝƚůĞͲϭϵͿ
^ƚĂƚĞ,ŝƐƚŽƌŝĐĂůƵŝůĚŝŶŐŽĚĞ
EW
^ͬtYDWͬ^tWWWŽŵƉůŝĂŶĐĞ
^
d/KE ϰ
ATTACHMENT A
Item 8.2
Mountain House Page 145 of 278
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ŝŐŝƚĂůWůĂŶZĞǀŝĞǁ
^'ŚĂƐďĞĞŶƉƌŽǀŝĚŝŶŐĚŝŐŝƚĂůƉůĂŶ
ƌĞǀŝĞǁƐĞƌǀŝĐĞƐĨŽƌŽǀĞƌϮϬLJĞĂƌƐ͕
ůĞĂĚŝŶŐƚŚĞĐŽŶƐƵůƚĂŶƚĨŝĞůĚǁŝƚŚƚŚŝƐ
ŐƌŽƵŶĚͲďƌĞĂŬŝŶŐƐĞƌǀŝĐĞ͘ůůƉĂƉĞƌƉůĂŶƐ
ƐƵďŵŝƚƚĞĚƚŽ^'ĨŽƌďƵŝůĚŝŶŐĂŶĚĨŝƌĞ
ƉůĂŶƌĞǀŝĞǁĂƌĞŝŵŵĞĚŝĂƚĞůLJƐĐĂŶŶĞĚ
ŝŶƚŽĚŝŐŝƚĂůĨŝůĞƐĂŶĚƐƚŽƌĞĚŽŶ^'͛Ɛ
ƐĞƌǀĞƌƐĨŽƌƋƵŝĐŬĂŶĚĞĂƐLJĂĐĐĞƐƐďLJďŽƚŚŽƵƌĐůŝĞŶƚƐĂŶĚŽƵƌƉůĂŶ ƌĞǀŝĞǁĞƌƐ͘
KƵƌƉůĂŶƌĞǀŝĞǁĞƌƐĨƵƌŶŝƐŚĞůĞĐƚƌŽŶŝĐǀĞƌƐŝŽŶƐŽĨƚŚĞŝƌƉůĂŶĐŽŵŵĞŶƚƐĐŽŶĨŽƌŵŝŶŐƚŽĞĂĐŚĐůŝĞŶƚ͛ƐĞƐƚĂďůŝƐŚĞĚ ĐŽƌƌĞĐƚŝŽŶůŝƐƚƚĞŵƉůĂƚĞƐ͘ŶLJĂĚĚŝƚŝŽŶĂůĨŽƌŵƐƵƚŝůŝnjĞĚďLJƚŚĞĂŐĞŶĐLJǁŝůůďĞŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŽƚŚĞĐŽƌƌĞĐƚŝŽŶ ĐŽŵŵĞŶƚƐĂŶĚƌĞƚƵƌŶĞĚǁŝƚŚƚŚĞĂƉƉƌŽƉƌŝĂƚĞƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͘WůĂŶĐŚĞĐŬĐŽŵŵĞŶƚƐĐĂŶďĞĚĞůŝǀĞƌĞĚ ĞůĞĐƚƌŽŶŝĐĂůůLJďLJĞŵĂŝůŽƌŽƚŚĞƌĂŐĞŶĐLJͲĂƉƉƌŽǀĞĚŵĞĂŶƐ͕ĞŶĂďůŝŶŐƐƚĂĨĨƚŽŝŵŵĞĚŝĂƚĞůLJŵŽĚŝĨLJ^'͛ƐĐŚĞĐŬůŝƐƚ ĨŽƌŝŶĐŽƌƉŽƌĂƚŝŽŶǁŝƚŚŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚĐŽŵŵĞŶƚƐ͘tĞƉƌŽǀŝĚĞĐŽŶǀĞŶŝĞŶƚ͕ĞŶǀŝƌŽŶŵĞŶƚĂůůLJĨƌŝĞŶĚůLJĚŝŐŝƚĂů ƐƚŽƌĂŐĞŽĨĂůůĐŽŶƐƚƌƵĐƚŝŽŶͲƌĞůĂƚĞĚĚŽĐƵŵĞŶƚƐ͕ĂŶĚŽŶƌĞƋƵĞƐƚ͕ĐĂŶƉƌŽǀŝĚĞĐůŝĞŶƚƐǁŝƚŚĂƐĞƚŽĨĚŝŐŝƚĂůůLJ ƐĐĂŶŶĞĚƉůĂŶƐ;ĨŽƌĂƌĞĂƐŽŶĂďůĞĂĚŵŝŶŝƐƚƌĂƚŝǀĞĨĞĞͿ͘
/ŶĂĚĚŝƚŝŽŶ͕ĨŽƌũƵƌŝƐĚŝĐƚŝŽŶƐƌĞƋƵĞƐƚŝŶŐĂƉƵƌĞĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁǁŽƌŬĨůŽǁ͕ǁĞ ĐĂŶĞŶĂďůĞĂŶĂƉƉůŝĐĂŶƚƚŽƐƵďŵŝƚĚŝŐŝƚĂůĨŝůĞƐͶǁŝƚŚŶŽƐŝnjĞůŝŵŝƚĂƚŝŽŶƐͶ ĚŝƌĞĐƚůLJƚŽ^'ǀŝĂŽƵƌǁĞďͲďĂƐĞĚĂƉƉůŝĐĂƚŝŽŶ͘KƵƌĂƉƉůŝĐĂƚŝŽŶŝŶĐůƵĚĞƐĂŶ ŽŶůŝŶĞƉŽƌƚĂůĨŽƌƚŚĞĂƉƉůŝĐĂŶƚͬũƵƌŝƐĚŝĐƚŝŽŶƚŽƌĞƚƌŝĞǀĞĐŽŵŵĞŶƚƐĂŶĚŵĂƌŬĞĚͲ ƵƉĚŝŐŝƚĂůƉůĂŶƐŝŶĐůƵĚŝŶŐƌĞĚůŝŶĞƐ͘/ŵƉŽƌƚĂŶƚůLJ͕ƚŚŝƐƐĞƌǀŝĐĞƚƌĂĐŬƐƚŚĞƐƚĂƚƵƐŽĨ ĂůůƐƵďŵŝƚƚĂůƐĂŶĚƌĞͲƐƵďŵŝƚƚĂůƐƵŶƚŝůƚŚĞƉůĂŶƐŚĂǀĞďĞĞŶĂƉƉƌŽǀĞĚ͘ <ĞLJĨĞĂƚƵƌĞƐŽĨŽƵƌĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁƐĞƌǀŝĐĞŝŶĐůƵĚĞ͗
ĨĨŝĐŝĞŶƚ͘ WůĂŶƐĂƌĞƉƵƐŚĞĚƚŽƉůĂŶƌĞǀŝĞǁƐƚĂĨĨƚŚĞƐĂŵĞĚĂLJƚŚĞLJĂƌĞ ƌĞĐĞŝǀĞĚ͘
hƐĞƌͲĨƌŝĞŶĚůLJ͘ ^'ĚĞǀĞůŽƉĞĚŝƚƐŽǁŶŽŶůŝŶĞƉŽƌƚĂůƐƉĞĐŝĨŝĐĂůůLJƚŽ ŵĂŶĂŐĞƚŚĞĞůĞĐƚƌŽŶŝĐĨŝůĞƐƵďŵŝƚƚĂůƉƌŽĐĞƐƐ͘dŚƌŽƵŐŚƵƐĞŽĨƚŚŝƐ ŝŶƚĞƌĨĂĐĞ͕ƚŚĞĂƉƉůŝĐĂŶƚŝƐŶŽůŽŶŐĞƌĨĂĐĞĚǁŝƚŚƐŝnjĞƌĞƐƚƌŝĐƚŝŽŶƐŽŶĞŵĂŝů ĂƚƚĂĐŚŵĞŶƚƐŽƌƌĞƋƵŝƌĞĚƚŽůĞĂƌŶĐŽŵƉůĞdžĨŝůĞƚƌĂŶƐĨĞƌƐĞƚƚŝŶŐƐ͘ WƌŽǀĞŶ͘ tĞŚĂǀĞƉƌŽǀŝĚĞĚĂĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁŽƉƚŝŽŶƚŽŽƵƌĐůŝĞŶƚƐĨŽƌ ŽǀĞƌϮϬLJĞĂƌƐ͘
EŽŶͲWƌŽƉƌŝĞƚĂƌLJ͘ ^'͛ƐĞůĞĐƚƌŽŶŝĐƌĞǀŝĞǁƉƌŽĐĞƐƐŝƐϭϬϬйW&ͲďĂƐĞĚ ǁŝƚŚŶŽĂĚĚŝƚŝŽŶĂůƐŽĨƚǁĂƌĞƌĞƋƵŝƌĞĚƚŽǀŝĞǁƌĞĚůŝŶĞƐ͘
KŶůŝŶĞWůĂŶŚĞĐŬ^ƚĂƚƵƐ
^'ŽĨĨĞƌƐĂĐŽŶǀĞŶŝĞŶƚƐĞƌǀŝĐĞĂůůŽǁŝŶŐĐůŝĞŶƚƐƚŽ
ĐŚĞĐŬƉůĂŶƌĞǀŝĞǁƐƚĂƚƵƐĂŶĚĐŽŵŵĞŶƚƐŽŶůŝŶĞ͘LJ
ĂĐĐĞƐƐŝŶŐŽƵƌƐĞĐƵƌĞWůĂŶŚĞĐŬ^ƚĂƚƵƐǁĞďƐŝƚĞ͕
ĂŐĞŶĐLJƐƚĂĨĨĂƐǁĞůůĂƐĂƵƚŚŽƌŝnjĞĚĂƉƉůŝĐĂŶƚƐĐĂŶ
ǀŝĞǁƚŚĞŝƌƉƌŽũĞĐƚĚŽĐƵŵĞŶƚƐĂŶĚƉůĂŶƐĂŶĚ
ĐŽŵŵƵŶŝĐĂƚĞǁŝƚŚƚŚĞƐƉĞĐŝĨŝĐƉůĂŶĐŚĞĐŬĞƌǀŝĂĞͲ
ŵĂŝů͘^ƚĂĨĨĂŶĚĂƵƚŚŽƌŝnjĞĚĂƉƉůŝĐĂŶƚƐĐĂŶĚŽǁŶůŽĂĚĐŽŵŵĞŶƚƐƵƉŽŶĐŽŵƉůĞƚŝŽŶ ŽĨƚŚĞƉůĂŶĐŚĞĐŬ͘dŚĞƌĞŝƐŶŽĂĚĚŝƚŝŽŶĂůĐŽƐƚĨŽƌƚŚŝƐƐĞƌǀŝĐĞ͘ WůĂŶƐWŝĐŬƵƉĂŶĚĞůŝǀĞƌLJ
^'ǁŝůůĐŽŽƌĚŝŶĂƚĞƉŝĐŬƵƉĂŶĚĚĞůŝǀĞƌLJŽĨƉůĂŶƐĂŶĚŽƚŚĞƌŵĂƚĞƌŝĂůƐĨƌŽŵͬƚŽƚŚĞĂŐĞŶĐLJǀŝĂ^'ƉĞƌƐŽŶŶĞůŽƌ ĂŶĂƉƉƌŽǀĞĚĂůƚĞƌŶĂƚŝǀĞƐĞƌǀŝĐĞ͘
'ƌĞĞŶƵŝůĚŝŶŐĂŶĚ>
ĐĐƌĞĚŝƚĂƚŝŽŶ
KƵƌƵŝůĚŝŶŐŝǀŝƐŝŽŶƚĞĂŵŝƐĞdžƉĞƌŝĞŶĐĞĚŝŶƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚ>'ƌĞĞŶĂŶĚ ůŽĐĂůŐƌĞĞŶďƵŝůĚŝŶŐŽƌĚŝŶĂŶĐĞƐĂŶĚŝŶĐůƵĚĞƐ>
ĐĐƌĞĚŝƚĞĚWƌŽĨĞƐƐŝŽŶĂůƐ͘/ŶĂĚĚŝƚŝŽŶ͕^'ŽŶƐƵůƚĂŶƚƐŚĂƐ ƚŚĞƋƵĂůŝĨŝĐĂƚŝŽŶƐŶĞĐĞƐƐĂƌLJƚŽĂƐƐŝƐƚǁŝƚŚďŽƚŚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƉŽůŝĐLJĂŶĚƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨŐƌĞĞŶ ůůƉĂƉĞƌƉůĂŶƐ
ƐƵďŵŝƚƚĞĚƚŽ^'ĂƌĞ
ŝŵŵĞĚŝĂƚĞůLJƐĐĂŶŶĞĚ
ŝŶƚŽĚŝŐŝƚĂůĨŝůĞƐĨŽƌ
ƋƵŝĐŬĂŶĚĞĂƐLJĂĐĐĞƐƐ
ďLJŽƵƌĐůŝĞŶƚƐĂŶĚ
ƉůĂŶƌĞǀŝĞǁĞƌƐ͘
>ĞĂĚŝŶŐƚŚĞĨŝĞůĚŝŶ
ĚŝŐŝƚĂůƉůĂŶƌĞǀŝĞǁ
ƐĞƌǀŝĐĞƐĨŽƌŽǀĞƌϮϬ
LJĞĂƌƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 146 of 278
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tĞƵŶĚĞƌƐƚĂŶĚĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚƐĂƌĞƌĞƋƵŝƌĞĚƚŽŚĂǀĞ^Ɖ ĐĞƌƚŝĨŝĞĚƐƚĂĨĨŝŶƉůĂĐĞĂŶĚĂǀĂŝůĂďůĞĨŽƌƚĞĐŚŶŝĐĂůƋƵĞƐƚŝŽŶƐĂŶĚ ŝŶƚĞƌƉƌĞƚĂƚŝŽŶƐ͘KƵƌ^ƉĐĞƌƚŝĨŝĞĚƚĞĂŵŵĞŵďĞƌƐĂƌĞŬŶŽǁůĞĚŐĞĂďůĞŽĨ ƐƚĂƚĞĂŶĚĨĞĚĞƌĂůĂĐĐĞƐƐŝďŝůŝƚLJůĂǁƐĂŶĚƌĞŐƵůĂƚŝŽŶƐĂŶĚƉŽƐƐĞƐƐƚŚĞ ĞdžƉĞƌƚŝƐĞŶĞĐĞƐƐĂƌLJƚŽƉƌŽŵŽƚĞĂĐĐĞƐƐƚŽĨĂĐŝůŝƚŝĞƐĨŽƌƉĞƌƐŽŶƐǁŝƚŚ ĚŝƐĂďŝůŝƚŝĞƐ͘tŚĞŶƌĞƋƵĞƐƚĞĚĂŶĚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚĐƵƌƌĞŶƚƌĞŐƵůĂƚŝŽŶƐ͕ ^'ĐĂŶƉƌŽǀŝĚĞ^ƉĐĞƌƚŝĨŝĞĚƉƌŽĨĞƐƐŝŽŶĂůƐƚŽƌĞǀŝĞǁƉůĂŶƐĨŽƌ ĂĐĐĞƐƐŝďŝůŝƚLJĂŶĚƚŽĨĂĐŝůŝƚĂƚĞĐŽŵƉůŝĂŶĐĞǁŝƚŚƌĞŐƵůĂƚŝŽŶƐ͘ K^,WϯZĞǀŝĞǁƐ
KƵƌƉƌŽĨĞƐƐŝŽŶĂůĞŶŐŝŶĞĞƌƐĂŶĚĐĞƌƚŝĨŝĞĚƉůĂŶƐĞdžĂŵŝŶĞƌƐĂƌĞǁĞůůͲǀĞƌƐĞĚŝŶƚŚĞĚŝĨĨĞƌĞŶĐĞƐďĞƚǁĞĞŶĂŶĚ K^,WϯĨĂĐŝůŝƚŝĞƐĂŶĚŚĂǀĞƐƵĐĐĞƐƐĨƵůůLJĐŽŵƉůĞƚĞĚK^,WϯƉůĂŶƌĞǀŝĞǁƐĨŽƌŵƵůƚŝƉůĞĐůŝĞŶƚĂŐĞŶĐŝĞƐ͘ dŚŝƌĚͲWĂƌƚLJWůĂŶZĞǀŝĞǁ^ĞƌǀŝĐĞƐ
^ƵďũĞĐƚƚŽƚŚĞƵŝůĚŝŶŐKĨĨŝĐŝĂů͛ƐĂƉƉƌŽǀĂů͕^'ĐĂŶŽĨĨĞƌĐŽŵƉƌĞŚĞŶƐŝǀĞ͕ĐŽƐƚͲĞĨĨĞĐƚŝǀĞƚŚŝƌĚͲƉĂƌƚLJƉůĂŶ ƌĞǀŝĞǁƐĞƌǀŝĐĞƐƚŽŽƵƌƉƵďůŝĐĂŐĞŶĐLJĐůŝĞŶƚƐŽŶƉƌŽũĞĐƚƐĨŽƌǁŚŝĐŚĂƉƉůŝĐĂŶƚƐŵĂLJďĞƐĞĞŬŝŶŐƉůĂŶƌĞǀŝĞǁ ƚƵƌŶĂƌŽƵŶĚƚŝŵĞƐƚŚĂƚĐĂŶŶŽƚďĞƌĞĂĚŝůLJĂĐĐŽŵŵŽĚĂƚĞĚďLJďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƐƚĂĨĨ͘hŶĚĞƌƐƵĐŚƚŚŝƌĚͲƉĂƌƚLJ ĂŐƌĞĞŵĞŶƚƐ͕ĂŶĚƚŚĞĂŐĞŶĐLJ͛ƐĂƉƉƌŽǀĂů͕^'ŶĞŐŽƚŝĂƚĞƐƉůĂŶƌĞǀŝĞǁĨĞĞƐĂŶĚƌĞǀŝĞǁƐĐŚĞĚƵůĞƐĚŝƌĞĐƚůLJǁŝƚŚ ƚŚĞƉĞƌŵŝƚĂƉƉůŝĐĂŶƚ͕ǁŝƚŚ^'͛ƐĨĞĞƐƉĂŝĚďLJƚŚĞĂƉƉůŝĐĂŶƚ͘ W>E,
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ATTACHMENT A
Item 8.2
Mountain House Page 147 of 278
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ĂĚĚŝƚŝŽŶĂůĐŚĂƌŐĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 148 of 278
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^'ŽĨĨĞƌƐǀŝƌƚƵĂů
ŝŶƐƉĞĐƚŝŽŶƐƵƚŝůŝnjŝŶŐ
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ATTACHMENT A
Item 8.2
Mountain House Page 149 of 278
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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ;^'ŽŶƐƵůƚĂŶƚƐͿ
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ATTACHMENT A
Item 8.2
Mountain House Page 150 of 278
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d/KE ϱ
ATTACHMENT A
Item 8.2
Mountain House Page 151 of 278
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^'ŝƐƉƌŽǀŝĚŝŶŐďƵŝůĚŝŶŐĂŶĚĨŝƌĞƉůĂŶƌĞǀŝĞǁĨŽƌ:ƵŶŽŵŝdžĞĚƵƐĞĚĞǀĞůŽƉŵĞŶƚ͕Ăϯϰϲ͕ϴϲϰƐƋ͘Ĩƚ͘ƉŽĚŝƵŵďƵŝůĚŝŶŐ ƚŚĂƚĨĞĂƚƵƌĞƐŽŶĞůĞǀĞůĚĞĚŝĐĂƚĞĚƚŽƵŶĚĞƌŐƌŽƵŶĚƉĂƌŬŝŶŐ͕ŽŶĞůĞǀĞůĨŽƌƌĞƚĂŝů͕ŽŶĞůĞǀĞůĨŽƌƉĂƌŬŝŶŐĂŶĚĨŝǀĞůĞǀĞůƐŽĨ ƌĞƐŝĚĞŶƚŝĂůƐƉĂĐĞ;ŵƵůƚŝͲĨĂŵŝůLJŚŽƵƐŝŶŐͿ͘dŚŝƐϳͲƐƚŽƌLJƐƚƌƵĐƚƵƌĞĂůƐŽŚĂƐĂŵĞŶŝƚLJƚĞƌƌĂĐĞƐĂŶĚĂƉŽŽů͕ĂŶĚǁŝůůƉƌŽǀŝĚĞ ĂƚŽƚĂůŽĨϭϵϴĂƉĂƌƚŵĞŶƚƵŶŝƚƐ͘dŚĞĐŽŶƐƚƌƵĐƚŝŽŶƚLJƉĞĨŽƌƚŚŝƐƉƌŽũĞĐƚǁĂƐdLJƉĞ///ͲĨŽƌƌĞƐŝĚĞŶƚŝĂůůĞǀĞůƐϯƚŽϳ͕ĂŶĚ dLJƉĞ/ͲĨŽƌƚŚĞďĂƐĞŵĞŶƚƚŽůĞǀĞůϮƉŽĚŝƵŵďĞůŽǁ͘
ATTACHMENT A
Item 8.2
Mountain House Page 152 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
^^/KE>KE^h>d/E'^
Zs/
^&KZh/>/E'E^&
dz
ϭϯ
Z
&
Z
E
^
KƵƌƚƌĂĐŬƌĞĐŽƌĚŽĨƐƵĐĐĞƐƐǁŝƚŚŽƵƌĐůŝĞŶƚƐŝƐŽƵƚƐƚĂŶĚŝŶŐĂŶĚǁĞĞŶĐŽƵƌĂŐĞLJŽƵƚŽĐŽŶƚĂĐƚŽƵƌƌĞĨĞƌĞŶĐĞƐ ǁŝƚŚĂŶLJƋƵĞƐƚŝŽŶƐŽƌĐůĂƌŝĨŝĐĂƚŝŽŶLJŽƵŵŝŐŚƚƌĞƋƵŝƌĞ͘dŚĞĨŽůůŽǁŝŶŐŝƐĂƉĂƌƚŝĂůůŝƐƚŽĨĂŐĞŶĐLJƌĞĨĞƌĞŶĐĞƐĨŽƌ ǁŚŝĐŚ^'ŚĂƐƉƌŽǀŝĚĞĚƐŝŵŝůĂƌƐĞƌǀŝĐĞƐĂƐƚŚŽƐĞƌĞƋƵĞƐƚĞĚ͘ ŝƚLJŽĨEĞǁŵĂŶ
DŝĐŚĂĞů,ŽůůĂŶĚ
ŝƚLJDĂŶĂŐĞƌ
ϭϭϲϮDĂŝŶ^ƚƌĞĞƚ
EĞǁŵĂŶ͕ϵϱϯϲϬ
;ϮϬϵͿϴϲϮͲϯϳϮϱ
ŵŚŽůůĂŶĚΛĐŝƚLJŽĨŶĞǁŵĂŶ͘ĐŽŵ
ŽŵƉůĞƚĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ^ĞƌǀŝĐĞƐ
ϭϵϵϬͲKŶŐŽŝŶŐ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
^ƚĂĐLJ
ůŵƐ
ŽŵŵƵŶŝƚLJͬ
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚŝƌĞĐƚŽƌ
ϱϰϱ:^ƚƌĞĞƚ
>ŽƐĂŶŽƐ͕ϵϯϲϯϱ
;ϮϬϵͿϴϮϳͲϮϰϯϯ
ƐƚĂĐLJ͘ĞůŵƐΛůŽƐďĂŶŽƐ͘ŽƌŐ
ƵŝůĚŝŶŐΘ&ŝƌĞWůĂŶZĞǀŝĞǁ͕/ŶƐƉĞĐƚŝŽŶ͕^ƚĂĨĨƵŐ͘
ϭϵϵϵʹKŶŐŽŝŶŐ
ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
<ĞŶ/ƌǁŝŶ
ŝƚLJDĂŶĂŐĞƌ
ϭWůĂnjĂ
WĂƚƚĞƌƐŽŶ͕ϵϱϯϲϯ
;ϮϬϵͿϴϵϱͲϴϬϯϯ
ŬŝƌǁŝŶΛĐŝ͘ƉĂƚƚĞƌƐŽŶ͘ĐĂ͘ƵƐ
ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͕ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
ϮϬϭϰͲKŶŐŽŝŶŐ
ŝƚLJŽĨ
ůŬ'ƌŽǀĞ
ĂƌƌĞŶtŝůƐŽŶ
ĞǀĞůŽƉŵĞŶƚ^ĞƌǀŝĐĞƐŝƌĞĐƚŽƌ
ϴϰϬϭ>ĂŐƵŶĂWĂůŵƐtĂLJ
ůŬ'ƌŽǀĞ͕ϵϱϳϱϴ
;ϵϭϲͿϲϮϳͲϯϰϰϲ
ĚǁŝůƐŽŶΛĞůŬŐƌŽǀĞĐŝƚLJ͘ŽƌŐ
&ƵůůͲ^ĞƌǀŝĐĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ͗ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕
ĞƉƵƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂů͕WůĂŶZĞǀŝĞǁ͕/ŶƐƉĞĐƚŝŽŶ͕
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ͕ĂŶĚĚŵŝŶŝƐƚƌĂƚŝŽŶ
ϮϬϮϭͲKŶŐŽŝŶŐ
ŝƚLJŽĨ^ĂĐƌĂŵĞŶƚŽ
njƌĂZŽĂƚŝ
ƐƐŽĐŝĂƚĞƌĐŚŝƚĞĐƚ
ϱϳϯϬϮϰƚŚ^ƚ͕ƵŝůĚŝŶŐηϰ
^ĂĐƌĂŵĞŶƚŽ͕ϵϱϴϮϮ
;ϵϭϲͿϴϬϴͲϱϴϳϳ
ĞƌŽĂƚŝΛĐŝƚLJŽĨƐĂĐƌĂŵĞŶƚŽ͘ŽƌŐ
ƵŝůĚŝŶŐKĨĨŝĐŝĂů͕&ŝĞůĚ/ŶƐƉĞĐƚŝŽŶ͕ƵŝůĚŝŶŐĂŶĚ
&ŝƌĞWůĂŶZĞǀŝĞǁ
ϮϬϭϵͶKŶŐŽŝŶŐ
ŝƚLJŽĨ^ƚŽĐŬƚŽŶ
:ŽŚŶ^ĐŚǁĞŝŐĞƌĚƚ͕K͕^Ɖ
ĞƉƵƚLJŝƌĞĐƚŽƌʹƵŝůĚŝŶŐͬ>ŝĨĞ
^ĂĨĞƚLJ
ϯϰϱE͘
ůŽƌĂĚŽ^ƚ͘
^ƚŽĐŬƚŽŶ͕ϵϱϮϬϮ
;ϮϬϵͿϵϯϳͲϴϱϲϭ
:ŽŚŶ͘ƐĐŚǁĞŝŐĞƌĚƚΛƐƚŽĐŬƚŽŶŐŽǀ͘ĐŽŵ
ƵŝůĚŝŶŐWůĂŶZĞǀŝĞǁΘ/ŶƐƉĞĐƚŝŽŶ
ϮϬϭϯͶKŶŐŽŝŶŐ
ATTACHMENT A
Item 8.2
Mountain House Page 153 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
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Zs/
^&KZh/>/E'E^&
dz
ϭϰ
&ĞĞ^ĐŚĞĚƵůĞ
^
WZd
dd,D
Ed
WĞƌDŽƵŶƚĂŝŶ,ŽƵƐĞ͛ƐƌĞƋƵĞƐƚ͕ƚŚĞĐŽƐƚƉƌŽƉŽƐĂůŚĂƐďĞĞŶƐƵďŵŝƚƚĞĚƐĞƉĂƌĂƚĞůLJǀŝĂĞŵĂŝů͘ ^
d/KE ϲ
ATTACHMENT A
Item 8.2
Mountain House Page 154 of 278
^' WZKWK^>dKd,
DKhEd/E,Kh^
KDDhE/dz^
Zs/
^/^dZ/d
&KZWZK&
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^&KZh/>/E'E^&
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dŚĞƌĞƋƵĞƐƚĞĚƐŝŐŶĂƚƵƌĞƐŚĞĞƚĂŶĚƌĞƐƵŵĞƐĨŽƌŬĞLJƐƚĂĨĨŚĂǀĞďĞĞŶƉƌŽǀŝĚĞĚŽŶƚŚĞĨŽůůŽǁŝŶŐƉĂŐĞƐ͘ ^
d/KE ϳ
ATTACHMENT A
Item 8.2
Mountain House Page 155 of 278
ATTACHMENT A
Item 8.2
Mountain House Page 156 of 278
ϭϲ
ƌŝĐŬĞƚƚ
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E^
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Zd/&/d/KE^
hd/KE
ƵƐŝŶĞƐƐĞŐƌĞĞ
^ĂŶƚĂĂƌďĂƌĂƵƐŝŶĞƐƐŽůůĞŐĞ ͮ^ĂŶƚĂ
ĂƌďĂƌĂ͕
WZK&
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&&/>/d/KE^
/zŽƐĞŵŝƚĞŚĂƉƚĞƌŽĂƌĚŽĨ
ŝƌĞĐƚŽƌƐ
KŽĂƌĚŽĨŝƌĞĐƚŽƌƐΘdƌĞĂƐƵƌĞƌƐ
ƌŝŶŬŵĂŶ
ZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌ
Ɛ^'͛ƐZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌĨŽƌƚŚĞĞŶƚƌĂůsĂůůĞLJ͕DƐ͘ƌŝŶŬŵĂŶĞdžĐĞůƐĂƚ ƉůĂŶŶŝŶŐ͕ĚŝƌĞĐƚŝŶŐĂŶĚĐŽŽƌĚŝŶĂƚŝŶŐŶŽŶƚĞĐŚŶŝĐĂůĨƵŶĐƚŝŽŶƐŽĨůŽĐĂůŽĨĨŝĐĞƐ͕ǁŝƚŚĂ ƉƌŝŵĂƌLJŽďũĞĐƚŝǀĞ ŽĨŝŵƉƌŽǀŝŶŐ ĐƵƐƚŽŵĞƌĞdžƉĞƌŝĞŶĐĞƚŚƌŽƵŐŚŽƉĞƌĂƚŝŽŶĂůĞĨĨŝĐŝĞŶĐŝĞƐ͘ ^ŚĞŝƐƌĞƐƉŽŶƐŝďůĞĨŽƌĞŶƐƵƌŝŶŐĂŶĚŝŵƉƌŽǀŝŶŐƚŚĞƉĞƌĨŽƌŵĂŶĐĞ͕ƉƌŽĚƵĐƚŝǀŝƚLJ͕ĂŶĚ ĞĨĨŝĐŝĞŶĐLJŽĨůŽĐĂůŽĨĨŝĐĞŽƉĞƌĂƚŝŽŶƐƚŚƌŽƵŐŚƚŚĞƉƌŽǀŝƐŝŽŶŽĨĞĨĨĞĐƚŝǀĞŵĞƚŚŽĚƐĂŶĚ ƐƚƌĂƚĞŐŝĞƐ͘
^'
yW
Z/
E
ZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌ ͮ^'ŽŶƐƵůƚĂŶƚƐ͕/ŶĐ͘
DƐ͘ƌŝŶŬŵĂŶƐĞƌǀĞƐĂƐƚŚĞZĞŐŝŽŶĂůKƉĞƌĂƚŝŽŶƐDĂŶĂŐĞƌ;ĞŶƚƌĂůsĂůůĞLJͿĨŽƌ^'͕ ŚĞƌĚƵƚŝĞƐŝŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐ͗
ŽŽƌĚŝŶĂƚŝŽŶΘ^ƵƉĞƌǀŝƐŝŽŶ͗ ŽŽƌĚŝŶĂƚĞƐ͕ŵĂŶĂŐĞƐ ĂŶĚŵŽŶŝƚŽƌƐƚŚĞ ǁŽƌŬŝŶŐƐŽĨǀĂƌŝŽƵƐĚĞƉĂƌƚŵĞŶƚƐƐƵĐŚĂƐZd͕ůŽĐĂů,Z͕ĐƵƐƚŽŵĞƌƉƌŽƉŽƐĂůƐ͕ ŽĨĨŝĐĞĂĚŵŝŶŝƐƚƌĂƚŝŽŶĂŶĚďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚĂĚŵŝŶŝƐƚƌĂƚŝŽŶ͘ ĞƐƚWƌĂĐƚŝĐĞƐ͗ /ŵƉƌŽǀĞƐƉƌŽĐĞƐƐĞƐĂŶĚƉŽůŝĐŝĞƐ͘&ŽƌŵƵůĂƚĞƐĂŶĚŝŵƉůĞŵĞŶƚƐ ƉŽůŝĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ͘DŽŶŝƚŽƌƐĐŽŵƉůŝĂŶĐĞǁŝƚŚĂĚŽƉƚĞĚƉŽůŝĐŝĞƐĂŶĚ ƉƌŽĐĞĚƵƌĞƐ͘
,ƵŵĂŶZĞƐŽƵƌĐĞƐ͗ WĂƌƚŝĐŝƉĂƚĞƐŝŶƉůĂŶŶŝŶŐĂŶĚĐŽŽƌĚŝŶĂƚŝŶŐƐƚĂĨĨ ƌĞƐŽƵƌĐĞƐ͘ KƌŐĂŶŝnjĞƐůŽĐĂůƌĞĐƌƵŝƚŝŶŐĂŶĚƉůĂĐĞŵĞŶƚŽĨƌĞƋƵŝƌĞĚƐƚĂĨĨ͘ ŶƐƵƌĞƐ
ƉĞƌĨŽƌŵĂŶĐĞŽĨ ŶĞǁĞŵƉůŽLJĞĞŽŶďŽĂƌĚŝŶŐƉƌŽĐĞƐƐ͘ĞůĞŐĂƚĞƐƚĂƐŬƐĂŶĚ ĂĐĐŽƵŶƚĂďŝůŝƚŝĞƐ͘ DŽŶŝƚŽƌƐĂŶĚĞǀĂůƵĂƚĞƐƉĞƌĨŽƌŵĂŶĐĞ͕ĐƌĞĂƚŝŽŶŽĨǁĞůĐŽŵŝŶŐ ĞŵƉůŽLJĞĞƐǁŝƚŚŶĞǁŚŝƌĞ,ZŽdžĞƐ
WƌŽĚƵĐƚŝŽŶ͗ ŽŽƌĚŝŶĂƚĞƐĂŶĚŵŽŶŝƚŽƌƐǀĂƌŝŽƵƐĚĞƉĂƌƚŵĞŶƚƐ͘DŽŶŝƚŽƌƐ ƉĞƌĨŽƌŵĂŶĐĞĂŶĚŝŵƉůĞŵĞŶƚƐŝŵƉƌŽǀĞŵĞŶƚƐ͘^ƵƉĞƌǀŝƐĞƐƐƚĂĨĨ͕ƐĐŚĞĚƵůĞƐ ĞŵƉůŽLJĞĞƐĂŶĚŚĞůƉƐĞŵƉůŽLJĞĞƐŝŵƉƌŽǀĞƚŚĞŝƌ ƉĞƌĨŽƌŵĂŶĐĞ͘ ŶƐƵƌĞƐ
ĞĨĨĞĐƚŝǀĞŵĂŝŶƚĞŶĂŶĐĞŽĨŽĨĨŝĐĞĨŝdžƚƵƌĞƐĂŶĚĞƋƵŝƉŵĞŶƚ͘ ŽŵŵƵŶŝĐĂƚŝŽŶ͗ DŽŶŝƚŽƌƐ͕ŵĂŶĂŐĞƐĂŶĚŝŵƉƌŽǀĞƐƚŚĞĞĨĨŝĐŝĞŶĐLJŽĨůŽĐĂů ƐĞƌǀŝĐĞƐƐƵĐŚĂƐ/d͕,Z͕Zd ĂŶĚ>͘ŽŽƌĚŝŶĂƚĞƐĐŽŵŵƵŶŝĐĂƚŝŽŶƐďĞƚǁĞĞŶ ĨƵŶĐƚŝŽŶƐ͘
^ĂůĞƐ͕DĂƌŬĞƚŝŶŐΘƵƐƚŽŵĞƌ^ĞƌǀŝĐĞ͗ DĂŶĂŐĞƐĐƵƐƚŽŵĞƌƐƵƉƉŽƌƚĂŶĚ ƉƌŽǀŝĚĞƐƐƵƉƉŽƌƚƚŽƐĂůĞƐĂŶĚŵĂƌŬĞƚŝŶŐĞĨĨŽƌƚƐĂƐŶĞĞĚĞĚ͘ ĚĚŝƚŝŽŶĂů ƌĞƐƉŽŶƐŝďůŝƚŝĞƐŝŶĐůƵĚĞƐǁĂŐƌĞƐĞĂƌĐŚͬŽƌĚĞƌŝŶŐ͕ĐŽŽƌĚŝŶĂƚŝŽŶŽĨĞŵƉůŽLJĞĞ ŐŝĨƚƐͬŽƌĚĞƌŝŶŐ͕ƐŚŝƌƚŽƌĚĞƌƐĨŽƌŵĂƌŬĞƚŝŶŐ͕ďƌŽĐŚƵƌĞƐ͕ŵĂƌŬĞƚŝŶŐĚŝƐƉůĂLJ ĚĞǀĞůŽƉŵĞŶƚͬŽƌĚĞƌŝŶŐ͕ǁŽƌŬŵĂƌŬĞƚŝŶŐƚŚĨŽƌƐĞǀĞƌĞǀĞŶƚƐĨŽƌďƵŝůĚŝŶŐ ƐĞƌǀŝĐĞƐ͕ǁŽƌŬŝŶŐǁŝƚŚ&ŽƐƚĞƌŝƚLJDĂƌŬĞƚŝŶŐƚĞĂŵĨŽƌŽƚŚĞƌĞǀĞŶƚƐĂŶĚĐĂƌĞĞƌ ĚĂLJƐ͘
^ƚƌĂƚĞŐŝĐ/ŶƉƵƚ͗ WĂƌƚŝĐŝƉĂƚĞƐ ŝŶŵĂŶĂŐĞŵĞŶƚƉůĂŶŶŝŶŐŵĞĞƚŝŶŐƐĂŶĚ ŝŵƉůĞŵĞŶƚƐĂŶĚŵĂŶĂŐĞƐŽƉĞƌĂƚŝŽŶĂůƉůĂŶƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 157 of 278
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ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐKĨĨŝĐŝĂů
ĞƌƚŝĨŝĞĚ&ŝƌĞDĂƌƐŚĂů
ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌ
ĞƌƚŝĨŝĞĚZĞƐŝĚĞŶƚŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐŽĚĞ^ƉĞĐŝĂůŝƐƚ
ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚŽŵŵĞƌĐŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
^ƉƌĂLJƉƉůŝĞĚ&ŝƌĞWƌŽŽĨŝŶŐ^ƉĞĐŝĂů
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hd/KE
DĂƐƚĞƌŽĨ^ĐŝĞŶĐĞ͕
ĐŽůŽŐŝĐĂůĞƐŝŐŶ
^ĂŶ&ƌĂŶĐŝƐĐŽ/ŶƐƚŝƚƵƚĞŽĨƌĐŚŝƚĞĐƚƵƌĞͮ
^ĂŶ&ƌĂŶĐŝƐĐŽ͕
ĂĐŚĞůŽƌŽĨ^ĐŝĞŶĐĞ͕ƌĐŚŝƚĞĐƚƵƌĞ
^ĂŶ&ƌĂŶĐŝƐĐŽ/ŶƐƚŝƚƵƚĞŽĨƌĐŚŝƚĞĐƚƵƌĞͮ
^ĂŶ&ƌĂŶĐŝƐĐŽ͕
ƐƐŽĐŝĂƚĞŝŶ^ĐŝĞŶĐĞ͕ƌĐŚŝƚĞĐƚƵƌĞ
&ƌĞƐŶŽŝƚLJŽůůĞŐĞ
ͮ&ƌĞƐŶŽ͕
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ƵŝůĚŝŶŐKĨĨŝĐŝĂůŽĨƚŚĞzĞĂƌ͕ŽƵŶƚLJ
ƵŝůĚŝŶŐKĨĨŝĐŝĂůƐƐƐŽĐŝĂƚŝŽŶ͕ϮϬϭϱ
ĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐKĨĨŝĐŝĂůƐ͕WĂƐƚ
džĞĐƵƚŝǀĞ
ŽĂƌĚDĞŵďĞƌΘWĂƐƚWƌĞƐŝĚĞŶƚ
ŽƵŶƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůƐƐƐŽĐŝĂƚŝŽŶŽĨ
͕WĂƐƚWƌĞƐŝĚĞŶƚ
zŽƐĞŵŝƚĞĂŶĚ^ĂŶ:ŽĂƋƵŝŶŚĂƉƚĞƌŽĨ/
:ĂŶĞƐ K͕&D
ƵŝůĚŝŶŐKĨĨŝĐŝĂů
Dƌ͘:ĂŶĞƐŝƐĂŚŝŐŚůLJĞdžƉĞƌŝĞŶĐĞĚ/ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐKĨĨŝĐŝĂůǁŝƚŚĞdžƚĞŶƐŝǀĞďƵŝůĚŝŶŐ ĚĞƉĂƌƚŵĞŶƚĂĚŵŝŶŝƐƚƌĂƚŝŽŶĂŶĚŵĂŶĂŐĞŵĞŶƚĞdžƉĞƌŝĞŶĐĞ͘,ĞŝƐĞdžƉĞƌŝĞŶĐĞĚŝŶƐƵƉĞƌǀŝƐŝŽŶ ĂŶĚĐŽŽƌĚŝŶĂƚŝŽŶŽĨƚŚĞĂĐƚŝǀŝƚŝĞƐ͕ŽƉĞƌĂƚŝŽŶƐŽĨũƵƌŝƐĚŝĐƚŝŽŶĂůďƵŝůĚŝŶŐĂŶĚƐĂĨĞƚLJ ĚŝǀŝƐŝŽŶƐ͕ŝŶĐůƵĚŝŶŐƚŚĞhŶŝǀĞƌƐŝƚLJŽĨĂůŝĨŽƌŶŝĂ͕DĞƌĐĞĚĞdžƉĂŶƐŝŽŶƉƌŽũĞĐƚ͘/ŶĂĚĚŝƚŝŽŶ͕Dƌ͘ :ĂŶĞƐƐĞƌǀĞƐĂƐƚŚĞZĞŐŝŽŶĂůDĂŶĂŐĞƌĨŽƌƚŚĞ&ƌĞƐŶŽKĨĨŝĐĞǁŚŝĐŚŝŶĐůƵĚĞƐƚŚĞĞŶƚƌĂů sĂůůĞLJƚŽƚŚĞĞŶƚƌĂůŽĂƐƚ͘^ƉĞĐŝĨŝĐƐŬŝůůƐŝŶĐůƵĚĞďƵĚŐĞƚƐƚƌĂƚĞŐLJ͕ƉƌĞƉĂƌĂƚŝŽŶĂŶĚ ŽǀĞƌƐŝŐŚƚ͕ĂŶĚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨďĞƐƚƉƌĂĐƚŝĐĞƐĂĐƌŽƐƐŵƵůƚŝƉůĞĚĞƉĂƌƚŵĞŶƚƐ͘Dƌ͘:ĂŶĞƐŝƐ ŬŶŽǁůĞĚŐĞĂďůĞŝŶĞŶĨŽƌĐŝŶŐĐŽŵƉůŝĂŶĐĞĂŶĚŵŝŶŝŵƵŵƐƚĂŶĚĂƌĚƐƚŽƐĂĨĞŐƵĂƌĚůŝĨĞ͕ůŝŵď͕ ŚĞĂůƚŚ͕ƉƌŽƉĞƌƚLJĂŶĚƉƵďůŝĐǁĞůĨĂƌĞ͘
Dƌ͘:ĂŶĞƐŚĂƐĂůƐŽƐƵĐĐĞƐƐĨƵůůLJŐƵŝĚĞĚĚĞƉĂƌƚŵĞŶƚƐƚĂĨĨǁŝƚŚŝŶƐƉĞĐƚŝŽŶĂŶĚƉůĂŶƌĞǀŝĞǁ ĨŽƌĂůůƉŚĂƐĞƐŽĨĐŽŵƉůĞdžĐŽŶƐƚƌƵĐƚŝŽŶƉƌŽũĞĐƚƐ͘,ĞŝƐĞdžƉĞƌŝĞŶĐĞĚƵƚŝůŝnjŝŶŐďƵŝůĚŝŶŐ ĚĞƉĂƌƚŵĞŶƚƉĞƌŵŝƚƚƌĂĐŬŝŶŐƐŽĨƚǁĂƌĞĂŶĚŵĂŶĂŐŝŶŐĂůůĐŽŵŵŽŶďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚ ƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐ͕ŝŶĐůƵĚŝŶŐƉůĂŶƌĞǀŝĞǁ͕ŵƵůƚŝͲĚŝƐĐŝƉůŝŶĞŝŶƐƉĞĐƚŝŽŶƐ͕ƉůĂŶƌĞǀŝĞǁĂŶĚ ŝŶƐƉĞĐƚŝŽŶƐĐŚĞĚƵůŝŶŐ͕ĨŝĞůĚƐƵƉĞƌǀŝƐŝŽŶ͕ƌĞŐƵůĂƚŽƌLJĐŽŵƉůŝĂŶĐĞ͕ĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶ͕ĂŶĚ ƉƌŽũĞĐƚĂĐĐĞƉƚĂŶĐĞ͘Dƌ͘:ĂŶĞƐĂůƐŽŵĂŬĞƐĂĚŝĨĨĞƌĞŶĐĞƚŽŽƵƌĐůŝĞŶƚƐĂŶĚƚŚŽƐĞŚĞ ǁŽƌŬƐ ǁŝƚŚƚŚƌŽƵŐŚŚŝƐƐŬŝůůƐŝŶĐŽŵƉůĂŝŶƚƌĞƐŽůƵƚŝŽŶ͕ƉƌŽďůĞŵƐŽůǀŝŶŐ͕ĚĂŵĂŐĞĂƐƐĞƐƐŵĞŶƚĂŶĚ ƚĞĂŵďƵŝůĚŝŶŐ͘
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ƵŝůĚŝŶŐKĨĨŝĐŝĂůͮDƵůƚŝƉůĞ^'ůŝĞŶƚƐ
Dƌ͘:ĂŶĞƐĐƵƌƌĞŶƚůLJƐĞƌǀĞƐĂƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂůĨŽƌ^'ĐůŝĞŶƚƐ͘ ZĞŐŝŽŶĂůDĂŶĂŐĞƌͬƵŝůĚŝŶŐKĨĨŝĐŝĂůͮ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ Dƌ͘:ĂŶĞƐƐĞƌǀĞĚĂƐĂƵŝůĚŝŶŐKĨĨŝĐŝĂůĨŽƌĐůŝĞŶƚƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂŝŶĐůƵĚĞĚh DĞƌĐĞĚϮϬϮϬWƌŽũĞĐƚʹ ĂΨϭ͘ϰďŝůůŝŽŶͲĚŽůůĂƌŵĂũŽƌĐĂŵƉƵƐĞdžƉĂŶƐŝŽŶƉƌŽũĞĐƚǁŚŝĐŚ ŝŶĐůƵĚĞƐƐŝƚĞƉƌĞƉĂƌĂƚŝŽŶĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶŽĨŵƵůƚŝƉůĞƐƚĂƚĞŽĨƚŚĞĂƌƚĞĚƵĐĂƚŝŽŶĂů ĨĂĐŝůŝƚŝĞƐ͘
ŽƵŶƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŽƵŶƚLJŽĨ&ƌĞƐŶŽ͕
Dƌ͘:ĂŶĞƐŵĂŶĂŐĞĚĨŽƵƌƵŶŝƚƐŝŶƚŚĞĞǀĞůŽƉŵĞŶƚ^ĞƌǀŝĐĞƐŝǀŝƐŝŽŶ;ƉůĂŶĐŚĞĐŬ͕ ŝŶƐƉĞĐƚŝŽŶ͕njŽŶŝŶŐ͕ĂŶĚĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚͿ͘,ĞƐƚƌĞĂŵůŝŶĞĚƚŚĞƚƌŝĂŐĞƉƌŽĐĞƐƐĨŽƌƉůĂŶ ĐŚĞĐŬƐƵďŵŝƚƚĂůƐ͕ĐƌĞĂƚĞĚĂŶĞͲďůĂƐƚŶĞƚǁŽƌŬŽĨĚĞƐŝŐŶƉƌŽĨĞƐƐŝŽŶĂůƐĨŽƌĐŽĚĞƵƉĚĂƚŝŶŐ ĂŶĚŝŶƚĞƌŶĂůƉƌŽĐĞƐƐŝŶŐƉƌŽĐĞĚƵƌĞƐ͘Dƌ͘:ĂŶĞƐĂůƐŽĞƐƚĂďůŝƐŚĞĚĂĨƌĞĞƉƵďůŝĐĐŽĚĞƚƌĂŝŶŝŶŐ ƵƉĚĂƚĞĐůĂƐƐǁŝƚŚŽƚŚĞƌũƵƌŝƐĚŝĐƚŝŽŶƐ͕ĐŽŽƌĚŝŶĂƚĞĚũŽŝŶƚďƵůůĞƚŝŶƐǁŝƚŚƐƵƌƌŽƵŶĚŝŶŐ ũƵƌŝƐĚŝĐƚŝŽŶƐĂŶĚŝŵƉƌŽǀĞĚŝŶŝƚŝĂůĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚĐŽŵŵƵŶŝĐĂƚŝŽŶƉƌŽĐĞƐƐĞƐ͘ ŽƵŶƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŽƵŶƚLJŽĨDĂĚĞƌĂ͕
Dƌ͘:ĂŶĞƐŵĂŶĂŐĞĚĂŶĚĂƉƉůŝĞĚƚŚĞƉƌŝŶĐŝƉůĞƐŽĨƐƵƉĞƌǀŝƐŝŽŶ͕ŽƌŐĂŶŝnjĂƚŝŽŶĂůĂŶĚ ŽƉĞƌĂƚŝŽŶŽĨĂŵŽĚĞƌŶďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƚŽƚŚĞŽƵŶƚLJŽĨDĂĚĞƌĂ͘,ĞƌĞǀŝĞǁĞĚĂŶĚ ĞdžĂŵŝŶĞĚĐŽŶƐƚƌƵĐƚŝŽŶĚŽĐƵŵĞŶƚƐĨŽƌƌĞƐŝĚĞŶƚŝĂů͕ĐŽŵŵĞƌĐŝĂůĂŶĚŝŶĚƵƐƚƌŝĂůďƵŝůĚŝŶŐ ĐŽŶƐƚƌƵĐƚŝŽŶĂŶĚĂůƚĞƌĂƚŝŽŶƐ͖ĞŶƐƵƌĞĚƉůĂŶƐ͕ƐƚƌƵĐƚƵƌĂůĐĂůĐƵůĂƚŝŽŶƐĂŶĚƐƉĞĐŝĨŝĐĂƚŝŽŶƐ ĐŽŵƉůŝĞĚǁŝƚŚďƵŝůĚŝŶŐĂŶĚƌĞůĂƚĞĚĐŽĚĞƐĂŶĚƌĞŐƵůĂƚŝŽŶƐ͘,ĞƌĞĐŽŵŵĞŶĚĞĚŶĞĐĞƐƐĂƌLJ ĐŚĂŶŐĞƐĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚĂƉƉůŝĐĂďůĞĐŽĚĞƐĂŶĚƌĞŐƵůĂƚŝŽŶƐǁŚŝůĞƌŽƵƚŝŶŐĂƉƉůŝĐĂŶƚƐƚŽ ĂƉƉƌŽƉƌŝĂƚĞĚŝǀŝƐŝŽŶƐ͕ŝŵƉůĞŵĞŶƚĞĚƐƚĂĨĨƚƌĂŝŶŝŶŐĨŽƌďƵŝůĚŝŶŐŝŶƐƉĞĐƚŽƌƐ͕ƐƚĂŶĚĂƌĚŝnjĞĚ ƉƵďůŝĐŝŶĨŽƌŵĂƚŝŽŶŚĂŶĚŽƵƚƐĂŶĚŝŶĨŽƌŵĂƚŝŽŶĂƐǁĞůůĂƐƐƵĐĐĞƐƐĨƵůůLJǁŽƌŬĞĚǁŝƚŚŽƚŚĞƌ ĂŐĞŶĐŝĞƐ͕ĚĞƉĂƌƚŵĞŶƚƐ͕ŽĨĨŝĐŝĂůƐ͕ĞŵƉůŽLJĞĞƐ͕ĐŽŶƚƌĂĐƚŽƌƐĂŶĚƚŚĞŐĞŶĞƌĂůƉƵďůŝĐ͘ KƚŚĞƌƉƌŽũĞĐƚƐĐŽŵƉůĞƚĞĚĂƐƚŚĞĂĐƚŝŶŐWƌŽũĞĐƚDĂŶĂŐĞƌĂŶĚͬŽƌƵŝůĚŝŶŐKĨĨŝĐŝĂů ŝƚLJŽĨ<ĞƌŵĂŶ
ŝƚLJŽĨ^ŽŶŽƌĂ
ŝƚLJŽĨ^ĂŶŐĞƌ
dĂďůĞDŽƵŶƚĂŝŶ
ZĂŶĐŚĞƌŝĂ
hDĞƌĐĞĚϮϬϮϬWƌŽũĞĐƚ
ATTACHMENT A
Item 8.2
Mountain House Page 158 of 278
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ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐKĨĨŝĐŝĂů
ƵŝůĚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌ
ZĞƐŝĚĞŶƚŝĂůWůĂŶƐ
džĂŵŝŶĞƌ
ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ͕h
WůĂŶƐ
džĂŵŝŶĞƌ͕h
WůƵŵďŝŶŐ/ŶƐƉĞĐƚŽƌ͕hW
DĞĐŚĂŶŝĐĂů/ŶƐƉĞĐƚŽƌhD
ZĞƐŝĚĞŶƚŝĂů
ůĞĐƚƌŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂů
ůĞĐƚƌŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌhŶŝĨŽƌŵŽĚĞƐ
ZĞƐŝĚĞŶƚŝĂů
ŶĞƌŐLJ/ŶƐƉĞĐƚŽƌ
WůĂŶƐ
džĂŵŝŶĂƚŝŽŶ
ŽŵŵĞƌĐŝĂů
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džĂŵŝŶĂƚŝŽŶ
ŽŵŵĞƌĐŝĂů
ŶĞƌŐLJ/ŶƐƉĞĐƚŽƌ
ĐĐĞƐƐŝďŝůŝƚLJ/ŶƐƉĞĐƚŽƌͬWůĂŶƐ
džĂŵŝŶĞƌ
ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
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d&ŝƌƐƚZĞƐƉŽŶĚĞƌǁĂƌĞŶĞƐƐ
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ƐƐŽĐŝĂƚĞŽĨƌƚƐĞŐƌĞĞ
'ĞŶĞƌĂů
ĚƵĐĂƚŝŽŶ
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ĚƵĐĂƚŝŽŶŚĂŝƌŵĂŶ
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DĞŵďĞƌ͕/
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dƌĞĂƐƵƌĞ͕/ZĞŐŝŽŶϭ
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ƌŝŶŬŵĂŶ^Ɖ͕K͕DW
^ĞŶŝŽƌWůĂŶZĞǀŝĞǁĞƌ ͬƵŝůĚŝŶŐKĨĨŝĐŝĂů
Dƌ͘ƌŝŶŬŵĂŶŝƐŚŝŐŚůLJĐĞƌƚŝĨŝĞĚŝŶŵƵůƚŝƉůĞĚŝƐĐŝƉůŝŶĞƐĂƐĂ^ĞƌƚŝĨŝĞĚĐĐĞƐƐ^ƉĞĐŝĂůŝƐƚ͕ĂĞƌƚŝĨŝĞĚ ƵŝůĚŝŶŐKĨĨŝĐŝĂůĂŶĚDĂƐƚĞƌŽĚĞWƌŽĨĞƐƐŝŽŶĂů͘,ĞŚĂƐĚĞŵŽŶƐƚƌĂƚĞĚŚŝƐĚĞdžƚĞƌŝƚLJŝŶĞŶĨŽƌĐŝŶŐĂĨƵůů ƌĂŶŐĞ ŽĨ ƐƚĂƚĞ ĐŽĚĞƐ ĂƐ ǁĞůů ĂƐ ƐƉĞĐŝĨŝĐĂƚŝŽŶƐ ĂŶĚ ƐƚĂŶĚĂƌĚƐ͘ Ɛ ĂDĂƐƚĞƌ ŽĚĞ WƌŽĨĞƐƐŝŽŶĂů͕Dƌ͘ ƌŝŶŬŵĂŶ ŚĂƐ ĂƚƚĂŝŶĞĚ ƚŚĞ ŚŝŐŚĞƐƚ ůĞǀĞů ĨŽƌ ĐĞƌƚŝĨŝĐĂƚŝŽŶ ƐƚĂŶĚĂƌĚƐ ǁŝƚŚŝŶ ƚŚĞ /ŶƚĞƌŶĂƚŝŽŶĂů ŽĚĞ ŽƵŶĐŝů;/Ϳ͘
,ŝƐ ǁŽƌŬ ĂƐ Ă ^Ɖ ƉƌŽĨĞƐƐŝŽŶĂů ŝŶǀŽůǀĞƐ ŵĂŶLJ LJĞĂƌƐ ŽĨ ĞŶƐƵƌŝŶŐ ĐŽŵƉůŝĂŶĐĞ ǁŝƚŚ ĂĐĐĞƐƐŝďŝůŝƚLJ ƌĞƋƵŝƌĞŵĞŶƚƐŝŶƚŚĞĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐŽĚĞdŝƚůĞϮϰĂŶĚŵĞƌŝĐĂŶƐǁŝƚŚŝƐĂďŝůŝƚŝĞƐĐƚ͘Dƌ͘ƌŝŶŬŵĂŶ ƉƌŽǀŝĚĞƐĞdžƉĞƌƚŝƐĞ ƚŽ ƉƵďůŝĐĂŐĞŶĐŝĞƐ͕ ŚŽŵĞŽǁŶĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ĚĞǀĞůŽƉĞƌƐĂŶĚ ĐŽŶƚƌĂĐƚŽƌƐŝŶ ƚŚĞ ĚĞǀĞůŽƉŵĞŶƚŽĨƉůĂŶƐ͕ĂŶĚƌĞǀŝĞǁƐĂŶĚĐŽŵŵĞŶƚƐŽŶƐŝƚĞͲƐƉĞĐŝĨŝĐŝƐƐƵĞƐƌĞůĂƚĞĚƚŽĂĐĐĞƐƐŝďŝůŝƚLJ͘ Dƌ͘ƌŝŶŬŵĂŶŝƐŚŝŐŚůLJŬŶŽǁůĞĚŐĞĂďůĞŽĨĐŽŵƉůĞdžƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůďƵŝůĚŝŶŐƐĂŶĚƐƚƌƵĐƚƵƌĞƐ ĂŶĚĂůůƐƚĂŐĞƐŽĨĐŽŶƐƚƌƵĐƚŝŽŶ͘ƐĂƉƌŽũĞĐƚŵĂŶĂŐĞƌ͕ŚĞĞdžƉĞƌƚůLJĂĚǀŝƐĞƐĂůůƐƚĂŬĞŚŽůĚĞƌƐŽŶĚĞƐŝŐŶ͕ ĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶŽĨƉƌŽũĞĐƚƐ͕ǁŽƌŬŝŶŐǁŝƚŚũƵƌŝƐĚŝĐƚŝŽŶĂůƐƚĂĨĨ͕ĞŶŐŝŶĞĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ĂŶĚ ŚŽŵĞŽǁŶĞƌƐƚŽƋƵŝĐŬůLJŵŽǀĞƚŚƌŽƵŐŚƚŚĞŶĞĐĞƐƐĂƌLJƉƌŽĐĞƐƐĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐƚŽĂĐŚŝĞǀĞƐƵĐĐĞƐƐĨƵů ĐŽŵƉůĞƚŝŽŶ͘,ŝƐĞdžƚĞŶƐŝǀĞŬŶŽǁůĞĚŐĞŝŶĞŶĨŽƌĐĞŵĞŶƚŽĨďƵŝůĚŝŶŐ͕ƉůƵŵďŝŶŐ͕ĞůĞĐƚƌŝĐĂů͕ŵĞĐŚĂŶŝĐĂů ĂŶĚ ŽƚŚĞƌ ĐŽĚĞƐ ĂƐ ǁĞůů ĂƐ ŚŝƐ ŬĞĞŶ ƵŶĚĞƌƐƚĂŶĚŝŶŐ ŽĨ ŶĞĐĞƐƐĂƌLJ ŽƌĚŝŶĂŶĐĞƐ ĞŶƐƵƌĞƐ ƉƌŽƉĞƌ ĐŽŶƐƚƌƵĐƚŝŽŶĂŶĚƐƵĐĐĞƐƐĨƵůƉƌŽũĞĐƚĚĞůŝǀĞƌLJ͘
Dƌ͘ƌŝŶŬŵĂŶŝƐƌĞƐƉŽŶƐŝďůĞĨŽƌĂůůďƵŝůĚŝŶŐŽƉĞƌĂƚŝŽŶƐĨŽƌŵĂŶLJŵƵŶŝĐŝƉĂůďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƐͶ ƉůĂŶŶŝŶŐ͕ĚŝƌĞĐƚŝŶŐ͕ƐƵƉĞƌǀŝƐŝŶŐĂŶĚĐŽŽƌĚŝŶĂƚŝŶŐĂůůďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚĂĐƚŝǀŝƚŝĞƐǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐ ĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞůĞǀĞůƐĂŶĚƉŽƐŝƚŝǀĞƉƵďůŝĐƌĞůĂƚŝŽŶƐ͘,Ğ ŝƐĂĐƚŝǀĞĂƐĂŵĂŶĂŐĞƌ͕ƚƌĂŝŶĞƌĂŶĚŝŶƐƚƌƵĐƚŽƌ ĨŽƌ ƉĞƌƐŽŶŶĞů ǁŽƌŬŝŶŐ ŝŶ ƌĞƐŝĚĞŶƚŝĂů ĂŶĚ ĐŽŵŵĞƌĐŝĂů ĐŽŶƐƚƌƵĐƚŝŽŶ͕ ƉůĂŶ ƌĞĂĚŝŶŐ ĂŶĚ ĐŽĚĞ ŝŶƚĞƌƉƌĞƚĂƚŝŽŶ͘
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Dƌ͘ƌŝŶŬŵĂŶĐƵƌƌĞŶƚůLJƉƌŽǀŝĚĞƐĐŽŶƚƌĂĐƚďƵŝůĚŝŶŐŽĨĨŝĐŝĂů͕ďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶ͕ĂŶĚƉůĂŶĐŚĞĐŬ ƐĞƌǀŝĐĞƐĨŽƌ^'ƚŽƚŚĞĨŽůůŽǁŝŶŐũƵƌŝƐĚŝĐƚŝŽŶƐ͗
ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
ŝƚLJŽĨ'ƵƐƚŝŶĞ
ŝƚLJŽĨ,ƵŐŚƐŽŶ
ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
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d/ŽƵƌƐĞĞǀĞůŽƉŵĞŶƚǁĂƌĚ;ϭϬϭϲͲϮϬϭϳ>KDͿ
dǁŽͲƚĞƌŵƉĂƐƚWƌĞƐŝĚĞŶƚĂŶĚĐƵƌƌĞŶƚdƌĞĂƐƵƌĞƌŽĨƚŚĞzŽƐĞŵŝƚĞŚĂƉƚĞƌŽĨ/ &ŽƵŶĚŝŶŐdƌĞĂƐƵƌĞƌŽĨ/ZĞŐŝŽŶ/
ŽƵŶƚLJƵŝůĚŝŶŐKĨĨŝĐŝĂůƐƐƐŽĐŝĂƚŝŽŶŽĨ;KͿʹ ƵŝůĚŝŶŐKĨĨŝĐŝĂůŽĨƚŚĞzĞĂƌ;ϮϬϭϴͿ
ATTACHMENT A
Item 8.2
Mountain House Page 159 of 278
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ŶŐŝŶĞĞƌͮƵƌĞĂƵsĞƌŝƚĂƐ͕^ĂŶ>ƵŝƐKďŝƐƉŽ͕
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ůĞĐƚƌŝĐĂů͕'ƌĞĞŶƵŝůĚŝŶŐŽĚĞƐĂŶĚdŝƚůĞϮϰƌĞŐƵůĂƚŝŽŶƐ;ĞŶĞƌŐLJ͕ĚŝƐĂďůĞĚ ĂĐĐĞƐƐĂŶĚŶŽŝƐĞͿ͘
ƐƐŽĐŝĂƚĞWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌͮŝƚLJŽĨ^ŝŵŝsĂůůĞLJ
Dƌ͘^ƉĂŝŶĐŚĞĐŬĞĚĂƌĐŚŝƚĞĐƚƵƌĂůĂŶĚƐƚƌƵĐƚƵƌĂůƉůĂŶƐĨŽƌĐŽŵŵĞƌĐŝĂůĂŶĚƌĞƐŝĚĞŶƚŝĂůďƵŝůĚŝŶŐƐ͕ ƚĞŶĂŶƚŝŵƉƌŽǀĞŵĞŶƚƐ͕ƐǁŝŵŵŝŶŐƉŽŽůƐ͕ƐŝŐŶƐĂŶĚŽƚŚĞƌƐƚƌƵĐƚƵƌĞƐ͘,ĞƉƌŽǀŝĚĞĚĨŝĞůĚƚƌĂŝŶŝŶŐĨŽƌ ŝŶƐƉĞĐƚŝŽŶͬƉůĂŶĐŚĞĐŬƐƚĂĨĨ͕ĂŶĚƌĞƐƉŽŶĚĞĚƚŽĂƌĐŚŝƚĞĐƚƵƌĂů͕ƐƚƌƵĐƚƵƌĂůĂŶĚĚŝƐĂďůĞĚĂĐĐĞƐƐĐŽĚĞ ƋƵĞƌŝĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ŚĞĚĞǀĞůŽƉĞĚƉŽůŝĐŝĞƐĂŶĚŚĂŶĚͲŽƵƚƐ͕ĂŶĚƵƚŝůŝnjĞĚ͞^ŝĞƌƌĂͲWĞƌŵŝƚƐWůƵƐ͟ƚŽ ŝƐƐƵĞďƵŝůĚŝŶŐƉĞƌŵŝƚƐ͘
WƌŽũĞĐƚ
ŶŐŝŶĞĞƌͮ&ƌĞĚ,͘^ĐŚŽƚƚĂŶĚƐƐŽĐŝĂƚĞƐ͕^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌŝŶŐ
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ůŽƌƌĂůŽŽŬƐƚŽƌĞŽŶƚŚĞĂůWŽůLJ^ĂŶ>ƵŝƐKďŝƐƉŽĐĂŵƉƵƐ͘,ĞĐŽŶƚƌŝďƵƚĞĚƚŽ ƚŚĞĚĞƐŝŐŶƐͬŝŶƐƉĞĐƚŝŽŶƐŽĨƐĞĂǁĂůůƐĂŶĚƐƚĂŝƌǁĂLJƐƚŽďĞĂĐŚĞƐĂůŽŶŐƚŚĞĂůŝĨŽƌŶŝĂŽĂƐƚĂƐǁĞůů ĂƐŵƵůƚŝƉůĞƚŝŵďĞƌƐƚƌƵĐƚƵƌĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 160 of 278
DŝƌŽƐůĂǀ
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ƵŝůĚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌĞƌƚŝĨŝĐĂƚĞ
ͮϯ͕ϮϬϬϳ
ŽŵŵĞƌĐŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĐĂƚĞ
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hŶĚĞƌƚŚĞĚŝƌĞĐƚƐƵƉĞƌǀŝƐŝŽŶŽĨƵŝůĚŝŶŐKĨĨŝĐŝĂů͕Dƌ͘>ŚŽƚƐŬLJƉĞƌĨŽƌŵĞĚĚŝƌĞĐƚƐƵƉĞƌǀŝƐŝŽŶĂŶĚ ŵĂŶĂŐĞŵĞŶƚŽĨƚŚĞƉůĂŶĐŚĞĐŬŐƌŽƵƉƚŚĂƚĐŽŶƐŝƐƚĞĚŽĨĞŝŐŚƚƐƚĂĨĨŵĞŵďĞƌƐ͘dŚŝƐŝŶĐůƵĚĞĚ ŵŽŶŝƚŽƌŝŶŐƉƌŽĚƵĐƚŝŽŶ͕ƋƵĂůŝƚLJ͕ĂŶĚĐŽŶƐŝƐƚĞŶĐLJŽĨƉůĂŶƌĞǀŝĞǁͶŝŶĂĚĚŝƚŝŽŶƚŽƚƌĂŝŶŝŶŐ͕ ŵĞŶƚŽƌŝŶŐ͕ĂŶĚĞǀĂůƵĂƚŝŶŐƐƚĂĨĨ͘/ŶƚŚŝƐƌŽůĞ͕Dƌ͘>ŚŽƚƐŬLJ͛ƐĨƵŶĐƚŝŽŶƐĂůƐŽŝŶĐůƵĚĞĚ͗ ŽŵƉůĞdžĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶƐ͕ƌĞǀŝĞǁĂŶĚĂƉƉƌŽǀĂůŽĨďƵŝůĚŝŶŐĐŽĚĞŵŽĚŝĨŝĐĂƚŝŽŶƐ͘ ƐƐŝƐƚŝŶŐƐƚĂĨĨǁŝƚŚĐŚĂůůĞŶŐŝŶŐƉůĂŶƌĞǀŝĞǁƐ͕ƌĞƐŽůǀŝŶŐĐŽŶĨůŝĐƚƐďĞƚǁĞĞŶĐƵƐƚŽŵĞƌƐ ĂŶĚŝƚLJƐƚĂĨĨ͘
ĐƚĞĚĂƐĂůŝĂŝƐŽŶƌĞŐĂƌĚŝŶŐƉŽůŝĐŝĞƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐǁŝƚŚŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐƚŽ ŵĂŝŶƚĂŝŶĂƐŵŽŽƚŚĨůŽǁŽĨƵŝůĚŝŶŐΘ^ĂĨĞƚLJŽƉĞƌĂƚŝŽŶƐ
DŽŶŝƚŽƌĞĚƚŚĞĐƌĞĂƚŝŽŶĂŶĚĚĞǀĞůŽƉŵĞŶƚŽĨŶĞǁƵŝůĚŝŶŐΘ^ĂĨĞƚLJŝŶĨŽƌŵĂƚŝŽŶ ďƵůůĞƚŝŶƐ͕ƐƚĂŶĚĂƌĚƉůĂŶĐŚĞĐŬůŝƐƚƐ͕ĂŶĚƉŽůŝĐLJŵĞŵŽƌĂŶĚƵŵƐ͘ ĐƚŝŶŐƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŝƚLJŽĨ'ůĞŶĚĂůĞ͕
ĨƚĞƌĂŶƵŶĨŽƌĞƐĞĞŶƌĞƚŝƌĞŵĞŶƚďLJƚŚĞĞdžŝƐƚŝŶŐƵŝůĚŝŶŐKĨĨŝĐŝĂůĚƵƌŝŶŐƚŚĞKs/Ͳϭϵ ƉĂŶĚĞŵŝĐ͕Dƌ͘>ŚŽƚƐŬLJĂƐƐƵŵĞĚƚŚĞƌŽůĞŽĨĐƚŝŶŐƵŝůĚŝŶŐKĨĨŝĐŝĂůĂŶĚǁĂƐŝŶƐƚƌƵŵĞŶƚĂůŝŶ ŵĂŝŶƚĂŝŶŝŶŐĚŝǀŝƐŝŽŶŽƉĞƌĂƚŝŽŶƐ͘tŽƌŬŝŶŐƵŶĚĞƌƚŚĞĚŝƌĞĐƚŝŽŶŽĨƚŚĞĚŝǀŝƐŝŽŶŚĞĂĚĂŶĚWĞƌŵŝƚ ^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŽƌ͕Dƌ͘>ŚŽƚƐŬLJ͛ƐĚƵƚŝĞƐŝŶĐůƵĚĞĚƚŚĞĨŽůůŽǁŝŶŐ͗ ŝƌĞĐƚůLJƐƵƉĞƌǀŝƐĞĚƉůĂŶĐŚĞĐŬŐƌŽƵƉĂŶĚŝŶĚŝƌĞĐƚůLJƐƵƉĞƌǀŝƐĞĚƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶĂŶĚ ŝŶƐƉĞĐƚŝŽŶŐƌŽƵƉƐ
ƐƐŝƐƚĞĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞǁŝƚŚŝƚLJĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚĐĂƐĞƐĂŶĚƌĞƉƌĞƐĞŶƚĞĚƚŚĞ ŝƚLJ ĂƚĚĞƉŽƐŝƚŝŽŶƐĂŶĚŝŶĐŽƵƌƚĂƐĂŶĞdžƉĞƌƚǁŝƚŶĞƐƐ
ƐƐŝƐƚĞĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞĂŶĚWůĂŶŶŝŶŐŝǀŝƐŝŽŶǁŝƚŚƉƌĞƉĂƌĂƚŝŽŶŽĨŝƚLJ ŽƌĚŝŶĂŶĐĞƐĨŽƌŝƚLJŽƵŶĐŝů͛ƐƌĞǀŝĞǁĂŶĚĂƉƉƌŽǀĞĚŝŵƉůĞŵĞŶƚĂƚŝŽŶƐŽĨƉŽůŝĐŝĞƐƌĞůĂƚĞĚ ƚŽ^ϵ;ůŽƚƐƉůŝƚƐ͕hŽƌĚŝŶĂŶĐĞƐĂŶĚĂƉƉƌŽǀĂůƉƌŽĐĞƐƐͿ͕ s^ƉŽůŝĐLJŽŶĨĂƐƚͲƚƌĂĐŬ
ĂƉƉƌŽǀĂů͕ĂŶĚ^ϭϯƌĞƋƵĞƐƚĞĚĚĞůĂLJŝŶĞŶĨŽƌĐĞŵĞŶƚ͘
ŽůůĂďŽƌĂƚĞĚǁŝƚŚ^ƵƐƚĂŝŶĂďŝůŝƚLJŽŵŵŝƐƐŝŽŶĂŶĚŝƚLJƚƚŽƌŶĞLJ͛ƐŽĨĨŝĐĞƚŽĐƌĞĂƚĞƚŚĞ ŝƚLJ͛ƐĨŝƌƐƚƌĞĂĐŚĐŽĚĞƌĞƋƵŝƌĞŵĞŶƚĨŽƌĂůůŶĞǁďƵŝůĚŝŶŐƐ;ŝŶĐůƵĚŝŶŐĂůůĞůĞĐƚƌŝĨŝĐĂƚŝŽŶ͕ ŝŶĐƌĞĂƐĞŝŶ
s^ĨĂĐŝůŝƚŝĞƐĂŶĚƌĞƋƵŝƌĞĚƉŚŽƚŽǀŽůƚĂŝĐƐLJƐƚĞŵƐŽŶĂůůŶĞǁĐŽŵŵĞƌĐŝĂů ĂŶĚŵƵůƚŝĨĂŵŝůLJďƵŝůĚŝŶŐƐͿ͘
^ƵƉĞƌǀŝƐŝŶŐƉĂƌƚŝĐŝƉĂŶƚŝŶŝƚLJ͛ƐƚĞĂŵĨŽƌƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĂŶĞǁůĂŶĚ ŵĂŶĂŐĞŵĞŶƚƐŽĨƚǁĂƌĞ;
ŶƚĞƌ'ŽǀͿ͕ĂŶĚƚŚĞŝŶƚĞŐƌĂƚŝŽŶŽĨŬĞLJŝƚLJĚĞƉĂƌƚŵĞŶƚƐƚŽ ĞƐƚĂďůŝƐŚƚŚĞŝƚLJ͛ƐĨŝƌƐƚǀŝƌƚƵĂůƉĞƌŵŝƚƐĞƌǀŝĐĞƐĐĞŶƚĞƌ͘ WƌŝŶĐŝƉĂůƵŝůĚŝŶŐŽĚĞ^ƉĞĐŝĂůŝƐƚͮŝƚLJŽĨ'ůĞŶĚĂůĞ͕ /ŶƚŚŝƐƌŽůĞ͕Dƌ͘>ŚŽƚƐŬLJƐĞƌǀĞĚĂƐƉůĂŶĐŚĞĐŬƐƵƉĞƌǀŝƐŽƌĂŶĚǁĂƐƌĞƐƉŽŶƐŝďůĞĨŽƌĨƌŽŶƚĐŽƵŶƚĞƌ ƉůĂŶĐŚĞĐŬŽƉĞƌĂƚŝŽŶƐƚŚĂƚŝŶĐůƵĚĞĚĨŽƵƌƐƚĂĨĨŵĞŵďĞƌƐ͘,ĞĂůƐŽĂƐƐŝŐŶĞĚƉƌŽũĞĐƚƐ͕ ŵĞŶƚŽƌĞĚͬƚƌĂŝŶĞĚƐƚĂĨĨ͕ƌĞƐŽůǀĞĚĐŽŶĨůŝĐƚƐͬĚŝƐĂŐƌĞĞŵĞŶƚƐ͕ĂŶĚŵŽŶŝƚŽƌĞĚƉƌŽĚƵĐƚŝŽŶͬƋƵĂůŝƚLJ ŽĨƉůĂŶĐŚĞĐŬƐĂŶĚƐƚĂĨĨŝŶƚĞƌĂĐƚŝŽŶƐ͘
ƐƐŝƐƚĂŶƚWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌͮŝƚLJŽĨ^ĂŶƚĂůĂƌŝƚĂ
ƐƐƐŝƐƚĂŶƚWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ͕Dƌ͘>ŚŽƚƐŬLJǁĂƐƌĞƐƉŽŶƐŝďůĞĨŽƌƚŚĞƌĞǀŝĞǁŽĨĨŝƌĞĂŶĚůŝĨĞ ƐĂĨĞƚLJ͕ĂĐĐĞƐƐŝďŝůŝƚLJ͕ĞŶĞƌŐLJ͕ĂŶĚƐƚƌƵĐƚƵƌĂůĚĞƐŝŐŶĐŽŵƉůŝĂŶĐĞƚŽƚŚĞϮϬϬϳĂůŝĨŽƌŶŝĂdŝƚůĞϮϰ ŽĚĞƐ͕ŝƚLJŽƌĚŝŶĂŶĐĞƐ͕ĂŶĚƉŽůŝĐŝĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 161 of 278
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ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
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WƌŝŶĐŝƉĂůŝƌĞĐƚŽƌŽĨŽƵŶƚLJƵŝůĚŝŶŐ
KĨĨŝĐŝĂůƐƐƐŽĐŝĂƚŝŽŶŽĨĂůŝĨŽƌŶŝĂ
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ƐĞƌǀŝŶŐĂƐĂŶĞdžĞĐƵƚŝǀĞ
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ŶŐŝŶĞĞƌŝŶŐ͕ ŽĚĞ ŽŵƉůŝĂŶĐĞ ĂŶĚ
ŶĨŽƌĐĞŵĞŶƚ ŽĨ ĂůŝĨŽƌŶŝĂ ŽĚĞ ŽĨ
ZĞŐƵůĂƚŝŽŶƐ͕dŝƚůĞϮϰ;ƵŝůĚŝŶŐŽĚĞƐͿ͘,ĞǁĂƐŵŽƐƚƌĞĐĞŶƚůLJƐĞƌǀŝŶŐĂƐƚŚĞƵŝůĚŝŶŐKĨĨŝĐŝĂůĨŽƌ<ĞƌŶ ŽƵŶƚLJĂŶĚƐƐŝƐƚĂŶƚŝƌĞĐƚŽƌŽĨWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚ͘ Z
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Dƌ͘ŶŶĂŶƐĞƌǀĞĚŝŶƉŽƐŝƚŝŽŶƐŽĨŝŶĐƌĞĂƐŝŶŐƌĞƐƉŽŶƐŝďŝůŝƚLJĚƵƌŝŶŐŚŝƐƐĞƌǀŝĐĞƚŽƚŚĞŽƵŶƚLJŽĨ<ĞƌŶ͘ ŚŝĞĨƵŝůĚŝŶŐKĨĨŝĐŝĂůĂŶĚƐƐŝƐƚĂŶƚŝƌĞĐƚŽƌ͗ Dƌ͘ŶŶĂŶŵŽƐƚƌĞĐĞŶƚůLJƐĞƌǀĞĚĂƐƐƐŝƐƚĂŶƚWƵďůŝĐ tŽƌŬƐŝƌĞĐƚŽƌĂŶĚƚŚĞƵŝůĚŝŶŐKĨĨŝĐŝĂůĨŽƌ<ĞƌŶŽƵŶƚLJ͘dŚŝƐŝŶĐůƵĚĞĚŽǀĞƌƐĞĞŝŶŐͬŵĂŶĂŐŝŶŐƚŚĞ ŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞƵŝůĚŝŶŐĂŶĚŽĚĞŝǀŝƐŝŽŶ͕ǁŚŝĐŚĐŽŶƐŝƐƚƐŽĨƚŚĞĨŽůůŽǁŝŶŐ^ĞĐƚŝŽŶƐ͗ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŝŽŶĂŶĚWůĂŶŚĞĐŬ͕ŽĚĞ
ŶĨŽƌĐĞŵĞŶƚ͕&ůŽŽĚWůĂŝŶDĂŶĂŐĞŵĞŶƚ͕ƌĂŝŶĂŐĞ͕'ƌĂĚŝŶŐ͕ĂŶĚ ŽƵŶƚLJ^ĞƌǀŝĐĞƌĞĂƐ͘Dƌ͘ŶŶĂŶĂůƐŽŝŶƚĞƌƉƌĞƚĞĚĂŶĚĞŶĨŽƌĐĞĚďƵŝůĚŝŶŐĐŽĚĞƐ͕ŽǀĞƌƐĂǁĂŶĚ ƉƌŽǀŝĚĞĚŐƵŝĚĂŶĐĞĨŽƌďƵŝůĚŝŶŐƉĞƌŵŝƚƐĂŶĚĨŝĞůĚŝŶƐƉĞĐƚŝŽŶĂĐƚŝǀŝƚŝĞƐ͕ĚĞǀĞůŽƉĞĚŽƉĞƌĂƚŝŶŐƉŽůŝĐŝĞƐ ĂŶĚƉƌŽĐĞĚƵƌĞƐƌĞůĂƚĞĚƚŽďƵŝůĚŝŶŐĂŶĚƐĂĨĞƚLJ͕ƉƌŽǀŝĚĞĚƚŝŵĞůLJƌĞƐƉŽŶƐĞƚŽĐŽŵƉůĂŝŶƚƐ͕ĂŶĚƚŽŽŬ ŶĞĐĞƐƐĂƌLJƐƚĞƉƐƚŽƌĞƐŽůǀĞŝƐƐƵĞƐĂŶĚĐŽĚĞƌĞůĂƚĞĚǀŝŽůĂƚŝŽŶƐ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚĞĂĚǀŝƐĞĚƚŚĞƉƵďůŝĐĂŶĚ ĚĞƐŝŐŶĞƌƐŽŶĐŽĚĞƌĞůĂƚĞĚďƵŝůĚŝŶŐĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJƌƵůĞƐĂŶĚƌĞŐƵůĂƚŝŽŶƐ͕ĂƚƚĞŶĚĞĚŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐŚĞĂƌŝŶŐƐĂŶĚŽƚŚĞƌƉƵďůŝĐŵĞĞƚŝŶŐƐ͕ĐŽŶĨĞƌƌĞĚǁŝƚŚWƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌƐ͕ŵĞŵďĞƌƐŽĨ ƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂŶĚŽƚŚĞƌƐŽŶŝƐƐƵĞƐƌĞůĂƚŝŶŐƚŽǀĂƌŝŽƵƐĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶ͘ĚĚŝƚŝŽŶĂů ĚƵƚŝĞƐŝŶĐůƵĚĞĚƉĂƌƚŝĐŝƉĂƚŝŶŐŝŶŵĞĞƚŝŶŐƐǁŝƚŚďƵŝůĚĞƌƐƚŽŐĂŝŶĨĞĞĚďĂĐŬĂŶĚƉƌŽǀŝĚĞŝŶĨŽƌŵĂƚŝŽŶ ƌĞŐĂƌĚŝŶŐƉůĂŶƌĞǀŝĞǁĂŶĚĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚ͕ŝƐƐƵŝŶŐĞƌƚŝĨŝĐĂƚĞƐŽĨKĐĐƵƉĂŶĐLJ͕ĂƐǁĞůůĂƐƌĞǀŝĞǁŝŶŐ ĂŶĚƵƉĚĂƚŝŶŐƚŚĞŽƵŶƚLJ͛ƐŽĚĞŽĨƵŝůĚŝŶŐZĞŐƵůĂƚŝŽŶƐ͘
ŶŐŝŶĞĞƌŝŶŐDĂŶĂŐĞƌͲĨŽƌWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚͬ
ŶŐŝŶĞĞƌŝŶŐ͕ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͕^ƵƌǀĞLJŝŶŐ
ĂŶĚWĞƌŵŝƚ^ĞƌǀŝĐĞƐ͗ Dƌ͘ŶŶĂŶƐĞƌǀĞĚĂƐĂŶĞŶŐŝŶĞĞƌŝŶŐŵĂŶĂŐĞƌŝŶĐŚĂƌŐĞŽĨĚĂLJͲƚŽͲĚĂLJ ŽƉĞƌĂƚŝŽŶƐƌĞůĂƚĞĚƚŽƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶĂŶĚƵŝůĚŝŶŐWůĂŶŚĞĐŬ͕ƌĂŝŶĂŐĞΘ'ƌĂĚŝŶŐWůĂŶƌĞǀŝĞǁƐ͕ ĂŶĚ^ƵďĚŝǀŝƐŝŽŶͬ>ĂŶĚĞǀĞůŽƉŵĞŶƚWůĂŶƌĞǀŝĞǁƐ͘
^ƵƉĞƌǀŝƐŝŶŐ
ŶŐŝŶĞĞƌĨŽƌ
ŶŐŝŶĞĞƌŝŶŐĂŶĚ^ƵƌǀĞLJ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͕ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ ŝǀŝƐŝŽŶ͗ Dƌ͘ŶŶĂŶƐĞƌǀĞĚĂƐĂƐƵƉĞƌǀŝƐŝŶŐĞŶŐŝŶĞĞƌĂŶĚƚŚĞůĞĂĚďƵŝůĚŝŶŐƉůĂŶƐĞdžĂŵŝŶĞƌĨŽƌ ƌĞƐŝĚĞŶƚŝĂů͕ĐŽŵŵĞƌĐŝĂůĂŶĚŝŶĚƵƐƚƌŝĂůďƵŝůĚŝŶŐƐ͘/ŶƚŚŝƐƌŽůĞ͕ŚĞĐŽŶƐƵůƚĞĚǁŝƚŚĞŶŐŝŶĞĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ ŝŶƐƉĞĐƚŽƌƐ͕ĐŽŶƚƌĂĐƚŽƌƐ͕ĚĞƐŝŐŶĞƌƐĂŶĚƚŚĞŐĞŶĞƌĂůƉƵďůŝĐƌĞŐĂƌĚŝŶŐŵĂƚƚĞƌƐƐƵĐŚĂƐĚĞƐŝŐŶ͕ ĞŶŐŝŶĞĞƌŝŶŐ͕ĐŽĚĞƐ͕ƌĞŐƵůĂƚŝŽŶƐ͕ĞƚĐ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚĞĂůƐŽƐƵƉĞƌǀŝƐĞĚƵŝůĚŝŶŐWůĂŶƐ džĂŵŝŶĞƌƐ͕
/ŶƐƉĞĐƚŽƌƐ͕ĂŶĚƵŝůĚŝŶŐWůĂŶƐdĞĐŚŶŝĐŝĂŶƐ͕ǁŚŝůĞƉƌŽǀŝĚŝŶŐƚƌĂŝŶŝŶŐĂŶĚďƵŝůĚŝŶŐĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶƐ ƚŽďƵŝůĚŝŶŐŝŶƐƉĞĐƚŽƌƐĂŶĚƐƚĂĨĨ͘
ŶŐŝŶĞĞƌ///ͲĨŽƌ
ŶŐŝŶĞĞƌŝŶŐĂŶĚ^ƵƌǀĞLJ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͗ Dƌ͘ŶŶĂŶƐĞƌǀĞĚĂƐƚŚĞŽƵŶƚLJ ^ĞƌǀŝĐĞƌĞĂƐ
ŶŐŝŶĞĞƌ͕ŵĂŶĂŐŝŶŐƚŚĞǁŽƌŬŽĨƐĞǀĞƌĂůĞŶŐŝŶĞĞƌŝŶŐĐŽŶƐƵůƚĂŶƚƐĨŽƌǀĂƌŝŽƵƐ ĞŶŐŝŶĞĞƌŝŶŐĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƉƌŽũĞĐƚƐ͘,ĞĚĞƐŝŐŶĞĚĨůŽŽĚĐŽŶƚƌŽůĨĂĐŝůŝƚŝĞƐ͕ƐƵƉĞƌǀŝƐĞĚĐŽŶƐƚƌƵĐƚŝŽŶ ŝŶƐƉĞĐƚŝŽŶŽĨŵĂũŽƌƉƌŽũĞĐƚƐ͕ĂŶĚ ĨŽƌŵĞĚŶƵŵĞƌŽƵƐĐŽƵŶƚLJƐĞƌǀŝĐĞĂƌĞĂƐĂŶĚĂƐƐĞƐƐŵĞŶƚĚŝƐƚƌŝĐƚƐ͘ ĚĚŝƚŝŽŶĂůůLJ͕ŚĞĐŚĞĐŬĞĚƐƵďĚŝǀŝƐŝŽŶŝŵƉƌŽǀĞŵĞŶƚƉůĂŶƐƚŽĞŶƐƵƌĞĐŽŵƉůŝĂŶĐĞǁŝƚŚĞŶŐŝŶĞĞƌŝŶŐ ƉƌŝŶĐŝƉůĞƐĂŶĚĚĞǀĞůŽƉŵĞŶƚƐƚĂŶĚĂƌĚƐͬƌĞŐƵůĂƚŝŽŶƐ͘
ŶŐŝŶĞĞƌ//ĨŽƌƚŚĞWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚ͕&ůŽŽĚWůĂŝŶ DĂŶĂŐĞŵĞŶƚŝǀŝƐŝŽŶ͗Dƌ͘ŶŶĂŶƉĞƌĨŽƌŵĞĚůĂŶĚĚĞǀĞůŽƉŵĞŶƚŝŵƉƌŽǀĞŵĞŶƚƉůĂŶƐĐŚĞĐŬĂŶĚ ĂŶĂůLJƐŝƐ͘,ĞĐŚĞĐŬĞĚĚƌĂŝŶĂŐĞ͕ĨůŽŽĚĂŶĚŚLJĚƌŽůŽŐLJƐƚƵĚŝĞƐĨŽƌůĂŶĚƐƵďĚŝǀŝƐŝŽŶƐ͕ǁŚŝůĞƉĂƌƚŝĐŝƉĂƚŝŶŐ ŝŶĚĞǀĞůŽƉŝŶŐͬƵƉĚĂƚŝŶŐŚLJĚƌŽůŽŐLJĂŶĚĨůŽŽĚĐŽŶƚƌŽůƐƚĂŶĚĂƌĚƐ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚĞǁƌŽƚĞƚĞĐŚŶŝĐĂů ƌĞƉŽƌƚƐĂŶĚƉĞƌĨŽƌŵĞĚŶƵŵĞƌŽƵƐĚƌĂŝŶĂŐĞĂŶĚĨůŽŽĚĐŽŶƚƌŽůƐƚƵĚŝĞƐ͘
ŶŐŝŶĞĞƌ//ĨŽƌWƵďůŝĐtŽƌŬƐĞƉĂƌƚŵĞŶƚ͗ Dƌ͘ŶŶĂŶƉƌĞƉĂƌĞĚĐŽŶƐƚƌƵĐƚŝŽŶĐŽŶƚƌĂĐƚƐĂŶĚ ƐƉĞĐŝĨŝĐĂƚŝŽŶƐĂŶĚŝŶƚĞƌĂĐƚĞĚǁŝƚŚůŽĐĂůĂŶĚƐƚĂƚĞĂŐĞŶĐŝĞƐĐŽŶĐĞƌŶŝŶŐĞŶǀŝƌŽŶŵĞŶƚĂůŵĂƚƚĞƌƐ͘,Ğ ĂůƐŽƉĞƌĨŽƌŵĞĚƐƵďĚŝǀŝƐŝŽŶƉůĂŶƌĞǀŝĞǁƐƚŽĂƐƐƵƌĞĐŽŵƉůŝĂŶĐĞǁŝƚŚ>ĂŶĚĞǀĞůŽƉŵĞŶƚ^ƚĂŶĚĂƌĚƐ ĂŶĚŽƌĚŝŶĂŶĐĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 162 of 278
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WƌŝŶĐŝƉĂůWůĂŶŚĞĐŬ
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DƐ͘:ĂŶƐĞŶŝƐĂWƌŝŶĐŝƉĂůWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌǁŝƚŚŽǀĞƌϭϳLJĞĂƌƐŽĨĞŶŐŝŶĞĞƌŝŶŐĞdžƉĞƌŝĞŶĐĞ͘
DƐ͘:ĂŶƐĞŶŽĨĨĞƌƐĂǁĞĂůƚŚŽĨĂůŝĨŽƌŶŝĂĂŶĚEĞǀĂĚĂƵŝůĚŝŶŐŽĚĞŬŶŽǁůĞĚŐĞĂŶĚƉƌŽũĞĐƚ ŵĂŶĂŐĞŵĞŶƚĞdžƉĞƌŝĞŶĐĞƚŽ^'͛ƐĐůŝĞŶƚƐ͘dŽƚŚŝƐƌŽůĞ͕ƐŚĞďƌŝŶŐƐůĞĂĚĞƌƐŚŝƉĞdžƉĞƌŝĞŶĐĞ͕ĂŶĚ ĞdžĐĞůůĞŶƚĐŽŵŵƵŶŝĐĂƚŝŽŶ͕ƚŝŵĞŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐŬŝůůƐ͘ Z
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ŽŶƐƵůƚĂŶƚWůĂŶZĞǀŝĞǁ
ŶŐŝŶĞĞƌͬWůĂŶZĞǀŝĞǁŽŽƌĚŝŶĂƚŽƌ
DƐ͘:ĂŶƐĞŶƌĞǀŝĞǁĞĚďƵŝůĚŝŶŐƉůĂŶƐĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞĂůŝĨŽƌŶŝĂďƵŝůĚŝŶŐĐŽĚĞƐĂŶĚŝƚLJ ŽƌĚŝŶĂŶĐĞƐĨŽƌďŽƚŚƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞĐŽŵŵĞƌĐŝĂůĂŶĚƌĞƐŝĚĞŶƚŝĂůƐƚƌƵĐƚƵƌĞƐĨŽƌƉĞƌŵŝƚ ŝƐƐƵĂŶĐĞ͘^ŚĞĂůƐŽƉƌŽǀŝĚĞĚƐƚƌƵĐƚƵƌĂůƉůĂŶĐŚĞĐŬĨŽƌƉƌŽũĞĐƚƐƌĂŶŐŝŶŐĨƌŽŵƐŵĂůůŶŽŶͲ ŚĂďŝƚĂďůĞƐƚƌƵĐƚƵƌĞƐƚŽĐŽŵƉůĞdžŵƵůƚŝͲƐƚŽƌLJĐŽŵŵĞƌĐŝĂůďƵŝůĚŝŶŐƐ͘ĚĚŝƚŝŽŶĂůƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐ ŝŶĐůƵĚĞĚƐƚƌƵĐƚƵƌĂůƉůĂŶƌĞǀŝĞǁĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚŵĂŶĂŐĞŵĞŶƚƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂĂŶĚ EĞǀĂĚĂ͘
ƐƐŽĐŝĂƚĞŝǀŝů
ŶŐŝŶĞĞƌͮŝƚLJŽĨ^ĂĐƌĂŵĞŶƚŽ͕
DƐ͘:ĂŶƐĞŶƉƌŽǀŝĚĞĚďƵŝůĚŝŶŐĂŶĚƐƚƌƵĐƚƵƌĂůƉůĂŶĐŚĞĐŬĨŽƌƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞĐŽŵŵĞƌĐŝĂůĂŶĚ ƌĞƐŝĚĞŶƚŝĂůƐƚƌƵĐƚƵƌĞƐ͘^ŚĞĂůƐŽƐĞƌǀĞĚĂƐĂŶŝŶƚĞƌŶƐƵƉĞƌǀŝƐŽƌĂŶĚŚĞƌƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚ ƉƌŽĐĞƐƐŝŶŐĞdžƉĞĚŝƚĞĚƌĞƋƵĞƐƚƐĂŶĚĂƉƉůŝĐĂƚŝŽŶĞdžƚĞŶƐŝŽŶƐ͕ƉƌŽǀŝĚŝŶŐŽǀĞƌƚŚĞĐŽƵŶƚĞƌ ƐƚƌƵĐƚƵƌĂůƉůĂŶƌĞǀŝĞǁ͕ĂŶĚĂƐƐŝƐƚŝŶŐĂƉƉůŝĐĂŶƚƐǁŝƚŚĐŽĚĞƋƵĞƐƚŝŽŶƐ͘ ŝǀŝů
ŶŐŝŶĞĞƌͮƵƌĞĂƵŽĨZĞĐůĂŵĂƚŝŽŶ͕^ĂĐƌĂŵĞŶƚŽ͕
DƐ͘:ĂŶƐĞŶƉƌĞƉĂƌĞĚĂŶĚƌĞǀŝĞǁĞĚĚĞƐŝŐŶƐĂŶĚƐƉĞĐŝĨŝĐĂƚŝŽŶƐĨŽƌƉƌŽũĞĐƚƐƌĞůĂƚŝŶŐƚŽĚĂŵƐĂŶĚ ǁĂƚĞƌǁĂLJŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŶƚŚĞĞŶƚƌĂůsĂůůĞLJĨĞĚĞƌĂůǁĂƚĞƌǁĂLJƐ͘^ŚĞǁĂƐĂůƐŽƌĞƐƉŽŶƐŝďůĞĨŽƌ ĐŽŵƉůĞƚŝŶŐďƵĚŐĞƚƐ͕ĐŽŶƐƚƌƵĐƚŝŽŶƐĐŚĞĚƵůĞƐ͕ĂŶĚŝŶƐƉĞĐƚŝŽŶƐĨŽƌƚŚĞĚĂŵƐĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞƐ͘ dĞŵƉŽƌĂƌLJWƌŽũĞĐƚ
ŶŐŝŶĞĞƌʹ^ŝŶŐůĞWƌŽũĞĐƚͮ^LJďůŽŶZĞŝĚ
ŶŐŝŶĞĞƌŝŶŐŽŶƚƌĂĐƚŽƌ
DƐ͘:ĂŶƐĞŶǁĂƐƌĞƐƉŽŶƐŝďůĞĨŽƌŐĞŶĞƌĂůĞŶŐŝŶĞĞƌŝŶŐ͕ƐƉĞĐŝĨŝĐĂƚŝŽŶƐƵďŵŝƚƚĂůƐ͕ŵĂƚĞƌŝĂůƐ ŵĂŶĂŐĞŵĞŶƚ͕ƐŝƚĞŵĂŶĂŐĞŵĞŶƚĂŶĚŽǀĞƌƐŝŐŚƚ͕ƐƵďͲĐŽŶƚƌĂĐƚŽƌŽƌŐĂŶŝnjĂƚŝŽŶ͕ĂŶĚƉĂLJƌŽůůĂƐƐŝƐƚĂŶĐĞ ĨŽƌĂϱͲŵŝůůŝŽŶͲĚŽůůĂƌƉƌŽũĞĐƚ͘
ƐƐŝƐƚĂŶƚ
ŶŐŝŶĞĞƌͮŽŬŬĞŶ
ŶŐŝŶĞĞƌŝŶŐ͕/ŶĐ͕͘&ŽůƐŽŵ͕
DƐ͘:ĂŶƐĞŶǁĂƐƌĞƐƉŽŶƐŝďůĞĨŽƌƚŚĞĚĞƐŝŐŶ͕ĂŶĂůLJƐŝƐ͕ĚĞƚĂŝůŝŶŐ͕ƐƉĞĐŝĨLJŝŶŐ͕ƌĞƐĞĂƌĐŚ͕ĐĂůĐƵůĂƚŝŽŶƐ͕ ƉůĂŶĐŚĞĐŬ͕ĂŶĚƉůĂŶŶŝŶŐƐƚƵĚŝĞƐŽĨŵŽĚĞƌĂƚĞƚŽĐŽŵƉůĞdžŚŝŐŚǁĂLJŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂƐƐŝŐŶŵĞŶƚƐ͘ /ŶƚĞƌŶ
ŶŐŝŶĞĞƌͮĂǀŝĚ
ǀĂŶƐĂŶĚƐƐŽĐŝĂƚĞƐ͕/ŶĐ͘
DƐ͘:ĂŶƐĞŶ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚƌŽĂĚǁĂLJŵŽĚĞůŝŶŐ͕ƋƵĂŶƚŝƚŝĞƐ͕ĞƐƚŝŵĂƚŝŶŐ͕ĐƌĞĂƚŝŶŐ ƉƌŽũĞĐƚƌĞƉŽƌƚƐ͕ƵƚŝůŝƚLJĐŽŽƌĚŝŶĂƚŝŽŶ͕ƉƵďůŝĐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĚĞƐŝŐŶ͕ĂŶĚƚŚĞĚĞƐŝŐŶĂŶĚĂŶĂůLJƐŝƐ ŽĨŚŝŐŚǁĂLJƐĂŶĚŚŝŐŚǁĂLJŝŶƚĞƌĐŚĂŶŐĞƐ͘
ƐƐŝƐƚĂŶƚ
ŶŐŝŶĞĞƌͮtŽŽĚZŽŐĞƌƐ͕/ŶĐ͘
DƐ͘:ĂŶƐĞŶ͛ƐƚĂƐŬƐŝŶĐůƵĚĞĚƉƌŽũĞĐƚĐŽŽƌĚŝŶĂƚŝŽŶ͕ĂƐƐŝƐƚŝŶŐǁŝƚŚƉƌŽũĞĐƚĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶ ŵĂŶĂŐĞŵĞŶƚ͕ĚƌĂĨƚŝŶŐ͕ƐƵďŵŝƚƚĂůƉƌŽĐĞƐƐŝŶŐ͕ĂŶĚĐŽƐƚĞƐƚŝŵĂƚŝŽŶƐĨŽƌƐƵďĚŝǀŝƐŝŽŶƐ͕ŵĂũŽƌ ƌŽĂĚǁĂLJƐ͕ĂŶĚƉĂƌŬƐ͘
/ŶƚĞƌŶ
ŶŐŝŶĞĞƌͮ&ƌĂLJũŝĞƐŝŐŶ'ƌŽƵƉ
DƐ͘:ĂŶƐĞŶ͛ƐƚĂƐŬƐŝŶĐůƵĚĞĚŐƌĂĚŝŶŐŝŵƉƌŽǀĞŵĞŶƚƉůĂŶƐ͕ƐƵďĚŝǀŝƐŝŽŶŝŵƉƌŽǀĞŵĞŶƚƉůĂŶƐ͕ĐŽƐƚ ĞƐƚŝŵĂƚŝŽŶƐ͕ƐŝƚĞĚĞƐŝŐŶ͕ƉƌŽũĞĐƚĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚĨŽƌǁĂƌĚƉůĂŶŶŝŶŐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 163 of 278
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džĂŵŝŶĞƌĨŽƌ^'ǁŝƚŚ ŽǀĞƌ ĨŝĨƚĞĞŶLJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞ
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džĂŵŝŶĞƌĨŽƌ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ͕DƐ͘DĂLJĨŝĞůĚ͛ƐǁŽƌŬŝŶĐůƵĚĞĚ ůŝĨĞƐĂĨĞƚLJ ƌĞǀŝĞǁƐĨŽƌŚŝŐŚƉƌŽĨŝůĞƉƌŽũĞĐƚƐůŝŬĞƚŚĞ^ĂĐƌĂŵĞŶƚŽƌŝŵŝŶĂůŽƵƌƚŚŽƵƐĞ͕^ĂĐƌĂŵĞŶƚŽZĞƉƵďůŝĐ ^ŽĐĐĞƌ^ƚĂĚŝƵŵ͕ĂƐǁĞůůĂƐƚŚĞΨϭ͘ϯďŝůůŝŽŶͲĚŽůůĂƌϮϬϮϬhDĞƌĐĞĚĂŵƉƵƐ džƉĂŶƐŝŽŶ͘
WůĂŶƐ
džĂŵŝŶĞƌͮ E&&/ŶƚĞƌŶĂƚŝŽŶĂů
DƐ͘DĂLJĨŝĞůĚŚĂƐĞdžƉĞƌŝĞŶĐĞƉĞƌĨŽƌŵŝŶŐůŝĨĞͲƐĂĨĞƚLJ͕ĂƌĐŚŝƚĞĐƚƵƌĂů͕ŵĞĐŚĂŶŝĐĂů͕ƉůƵŵďŝŶŐ͕ ĞůĞĐƚƌŝĐĂů͕ĂĐĐĞƐƐŝďŝůŝƚLJĂŶĚƐƚƌƵĐƚƵƌĂůƌĞǀŝĞǁƐŝŶƌĞƐŝĚĞŶƚŝĂů͕ŵƵůƚŝĨĂŵŝůLJ͕ ĂŶĚĐŽŵŵĞƌĐŝĂů ƉƌŽũĞĐƚƐ͕ŝŶĐůƵĚŝŶŐƐƉĞĐŝĂůƚLJƌĞǀŝĞǁƐŽĨK^,WϯůŝĐĞŶƐĞĚĐůŝŶŝĐƐ͕ŚŝŐŚͲƌŝƐĞďƵŝůĚŝŶŐƐ͕ŝŶĚƵƐƚƌŝĂů ĨĂĐŝůŝƚŝĞƐ͕ŚŽƚĞůͬŵŽƚĞůƐĂŶĚƌĞƐŝĚĞŶƚŝĂůĐĂƌĞĨĂĐŝůŝƚŝĞƐ͘dŚŝƐĞdžƉĞƌŝĞŶĐĞŝƐĂůƐŽĞǀŝĚĞŶƚŝŶǁŽƌŬŝŶŐ ĚŝƌĞĐƚůLJǁŝƚŚĂƉƉůŝĐĂŶƚƐ͕ĚĞƐŝŐŶĞƌƐ͕ ĂŶĚũƵƌŝƐĚŝĐƚŝŽŶƐ͕ŚĂǀŝŶŐƐƵĐĐĞƐƐĨƵůůLJƐĞƌǀĞĚŶƵŵĞƌŽƵƐ ũƵƌŝƐĚŝĐƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚƚŚĞƐƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ͘
ATTACHMENT A
Item 8.2
Mountain House Page 164 of 278
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ĂůŝĨŽƌŶŝĂ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕EŽƌƚŚƌŝĚŐĞ
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ƚĂƐĐĂĚĞƌŽ͕
Dƌ͘ZĂŵŝƌĞnjƌĞǀŝĞǁĞĚĂŶĚƉƌŽĐĞƐƐĞĚƉůĂŶƐƵďŵŝƚƚĂůƐĨƌŽŵǀĂƌŝŽƵƐũƵƌŝƐĚŝĐƚŝŽŶƐĞŶƐƵƌŝŶŐƚŚĂƚ ƚŚĞƉƌŽƉŽƐĞĚƉůĂŶƐĨŽůůŽǁĞĚƚŚĞŵŽƐƚĐƵƌƌĞŶƚĂŶĚƉĞƌƚŝŶĞŶƚƌĞƋƵŝƌĞŵĞŶƚƐ͕ĂƐƐĞƚĨŽƌƚŚďLJƚŚĞ ŝŶƚĞƌŶĂƚŝŽŶĂůĂŶĚĂůŝĨŽƌŶŝĂďƵŝůĚŝŶŐ͕ƌĞƐŝĚĞŶƚŝĂů͕ŵĞĐŚĂŶŝĐĂů͕ĞůĞĐƚƌŝĐĂů͕ƉůƵŵďŝŶŐ͕ĞŶĞƌŐLJ͕ ŐƌĞĞŶďƵŝůĚŝŶŐĂŶĚƐƚƌƵĐƚƵƌĂůĐŽĚĞƐ͘,ĞŵĞƚǁŝƚŚĞŶŐŝŶĞĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐĂŶĚĚĞǀĞůŽƉĞƌƐǁŝƚŚ ƌĞŐĂƌĚƐƚŽƐƚƌƵĐƚƵƌĂů͕ĂƌĐŚŝƚĞĐƚƵƌĂůĂŶĚĐŽĚĞĐŽŵƉůŝĂŶƚŝƌƌĞŐƵůĂƌŝƚŝĞƐŽƌŝŶƋƵŝƌŝĞƐƚŽŚĞůƉ ŵŝƚŝŐĂƚĞĂŶĚƌĞƐŽůǀĞďƵŝůĚŝŶŐĚĞĮĐŝĞŶĐŝĞƐ͘KŶƐŝƚĞĂƐƐŝŐŶŵĞŶƚƐǁŝƚŚ:ƵƌŝƐĚŝĐƚŝŽŶƐŝŶĐůƵĚĞĚƚŚĞ ^ĂŶƚĂZŽƐĂ&ŝƌĞZĞƐŝůŝĞŶĐĞZĞĐŽǀĞƌLJĞŶƚĞƌǁŚĞƌĞŚĞĚŝƐƚƌŝďƵƚĞĚĂŶĚĚĞůĞŐĂƚĞĚƉůĂŶ ƐƵďŵŝƚƚĂůƐƚŽŝŶƚĞƌŶĂůďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƐƚĂī͘,ĞŵĞƚǁŝƚŚƚŚĞƵŝůĚŝŶŐKĸĐŝĂůĂŶĚsĂƌŝŽƵƐ ŽƵŶĐŝůŵĞŵďĞƌƐŽŶǀĂƌŝŽƵƐŵĂƚƚĞƌƐƌĂŶŐŝŶŐĨƌŽŵWƌĞͲŽŶƐƚƌƵĐƚŝŽŶŵĞĞƚŝŶŐƐǁŝƚŚůŽĐĂů ƉƌŽĨĞƐƐŝŽŶĂůƐƚŽĨŽƌĞĐĂƐƚĞĚƉƌŽũĞĐƚŝŽŶƐŽĨƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůƌĞďƵŝůĚƐ͘,ĞĞƐƚĂďůŝƐŚĞĚ ĂŶĚŵĂŝŶƚĂŝŶĞĚĞīĞĐƚŝǀĞǁŽƌŬŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ĞŶŐŝŶĞĞƌƐ͕ ĐŽŶƚƌĂĐƚŽƌƐ͕ƚŚĞŐĞŶĞƌĂůƉƵďůŝĐ͕ĐŽͲǁŽƌŬĞƌƐ͕ŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐ͕ƐƵƉĞƌǀŝƐŽƌƐĂŶĚŽĸĐŝĂůƐ͘ ŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚ
Dƌ͘ZĂŵŝƌĞnjƉƌŽǀŝĚĞĚĚĞǀĞůŽƉŵĞŶƚĂůƉůĂŶƌĞǀŝĞǁƚŽĚĞƚĞƌŵŝŶĞĐŽŵƉůŝĂŶĐĞĂŶĚĞĸĐĂĐLJŽĨ ĨƵƚƵƌĞƐƵďĚŝǀŝƐŝŽŶĂŶĚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐ͘dŚŝƐŝŶĐůƵĚĞĚƉĂƌĐĞůŵĂƉƐƵďĚŝǀŝƐŝŽŶ͘,Ğ ƉĞƌĨŽƌŵĞĚƉůĂŶƌĞǀŝĞǁŽĨĐŽŵŵĞƌĐŝĂů͕ŝŶĚƵƐƚƌŝĂůĂŶĚƌĞƐŝĚĞŶƚŝĂůďƵŝůĚŝŶŐĐŽŶƐƚƌƵĐƚŝŽŶƉƌŽũĞĐƚƐ ƚŽĚĞƚĞƌŵŝŶĞĐŽŵƉůŝĂŶĐĞǁŝƚŚ^ƚĂƚĞĂŶĚůŽĐĂůďƵŝůĚŝŶŐĐŽĚĞƐ͕ůĂǁƐ͕ĂŶĚŽƌĚŝŶĂŶĐĞƐ͘
ƐƚĂďůŝƐŚĞĚĂŶĚŵĂŝŶƚĂŝŶĞĚĞīĞĐƚŝǀĞǁŽƌŬŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ ĞŶŐŝŶĞĞƌƐ͕ĐŽŶƚƌĂĐƚŽƌƐ͕ƚŚĞŐĞŶĞƌĂůƉƵďůŝĐ͕ĐŽͲǁŽƌŬĞƌƐ͕ŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐ͕ĂŶĚƐƵƉĞƌǀŝƐŽƌƐ͘ ,ĞĐŽŽƌĚŝŶĂƚĞĚĂŶĚŵŽŶŝƚŽƌĞĚƉůĂŶƌĞǀŝĞǁĂĐĐŽŵƉůŝƐŚĞĚďLJƚŚĞŝƚLJΖƐĐŽŶƐƵůƚĂŶƚƐĂŶĚŽƚŚĞƌ ŝƚLJĚĞƉĂƌƚŵĞŶƚƐ͘Dƌ͘ZĂŵŝƌĞnjĂůƐŽĐŽŽƌĚŝŶĂƚĞĚƉůĂŶƌĞǀŝĞǁďLJŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐƚŽĞŶƐƵƌĞ ƚƌĂŶƐŵŝƚƚĂůŽĨĐŽƌƌĞĐƚŝŽŶƐŝŶĂĐŽŵƉůĞƚĞĂŶĚƉƌŽĨĞƐƐŝŽŶĂůŵĂŶŶĞƌ͘,ĞĐŽŶĚƵĐƚĞĚƚƌĂŝŶŝŶŐ ƐĞƐƐŝŽŶƐĂƐƌĞƋƵŝƌĞĚĨŽƌŝǀŝƐŝŽŶƐƚĂīĐŽŶĐĞƌŶŝŶŐĐŽĚĞĐŚĂŶŐĞƐ͕ĐŽĚĞŝŶƚĞƌƉƌĞƚĂƚŝŽŶƐ͕ ĐŽŵƉůŝĂŶĐĞŝƐƐƵĞƐĂŶĚƉƌŽĐĞĚƵƌĂůǁŽƌŬŝŶŐŵĞƚŚŽĚƐ͘,ĞŵĂŝŶƚĂŝŶĞĚĂĐĐƵƌĂƚĞƌĞĐŽƌĚƐĂŶĚ ƉƌĞƉĂƌĞĚƌĞƉŽƌƚƐƌĞůĂƚĞĚƚŽĂƐƐŝŐŶŵĞŶƚƐ͘,ĞĂůƐŽĂŝĚĞĚŝŶƚŚĞĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚĨƵŶĐƚŝŽŶĂŶĚ ƐƵƉƉŽƌƚĞĚƚŚĞŝŶǀĞƐƚŝŐĂƚŝŽŶŽĨĐŽŵƉůĂŝŶƚƐŽĨĂůůĞŐĞĚĐŽĚĞĂŶĚŽƌĚŝŶĂŶĐĞǀŝŽůĂƚŝŽŶƐĂŶĚŽƚŚĞƌ ƵŶƐĂĨĞĐŽŶĚŝƚŝŽŶƐ͖ƉƌŽǀŝĚĞĚƚĞĐŚŶŝĐĂůŐƵŝĚĂŶĐĞƚŽŝĚĞŶƚŝĨLJĂŶĚƌĞƐŽůǀĞĚďƵŝůĚŝŶŐĐŽĚĞ ǀŝŽůĂƚŝŽŶƐ͘
ĂůŝĨŽƌŶŝĂŽĚĞŚĞĐŬͬƵƌĞĂƵsĞƌŝƚĂƐŽŵƉĂŶLJ/ŶƚĞƌŶƐŚŝƉͮdŚŽƵƐĂŶĚKĂŬƐ͕ Dƌ͘ZĂŵŝƌĞnjƌĞǀŝĞǁĞĚĂŶĚƉƌŽĐĞƐƐĞĚƉůĂŶƐƵďŵŝƚƚĂůƐĨƌŽŵǀĂƌŝŽƵƐũƵƌŝƐĚŝĐƚŝŽŶƐĞŶƐƵƌŝŶŐƚŚĂƚ ƚŚĞƉƌŽƉŽƐĞĚƉůĂŶƐĨŽůůŽǁĞĚƚŚĞŵŽƐƚĐƵƌƌĞŶƚĂŶĚƉĞƌƚŝŶĞŶƚƌĞƋƵŝƌĞŵĞŶƚƐ͕ĂƐƐĞƚƉůƵŵďŝŶŐ͕ ĞŶĞƌŐLJ͕ŐƌĞĞŶďƵŝůĚŝŶŐĂŶĚƐƚƌƵĐƚƵƌĂůĐŽĚĞƐ͘,ĞĂŝĚĞĚŝŶƚŚĞůŽŐŐŝŶŐĂŶĚĂƉƉƌŽǀĂůƉƌŽĐĞƐƐĨŽƌ ƉĞƌŵŝƚĐŽŵƉůĞƚŝŽŶ͘
,ĞĞƌLJ/ŶƚĞƌŶĂƚŝŽŶĂůͮ^ƵŶsĂůůĞLJ͕
Dƌ͘ZĂŵŝƌĞnjĂƐƐŝƐƚĞĚĐŝǀŝůĞŶŐŝŶĞĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶŵĂŶĂŐĞƌƐǁŝƚŚƚŚĞ ƌĞŶŽǀĂƚŝŽŶƐ͕ƌĞŚĂďŝůŝƚĂƚŝŽŶĂŶĚĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞ>ŽƐŶŐĞůĞƐhŶŝĮĞĚ^ĐŚŽŽůŝƐƚƌŝĐƚϴ ĨĂĐŝůŝƚŝĞƐ͘,ĞǁŽƌŬĞĚŽŶƉůĂŶĚĞǀĞůŽƉŵĞŶƚ͕ĞdžĐĞůƐƉƌĞĂĚƐŚĞĞƚƐĂŶĚWŽǁĞƌWŽŝŶƚƉƌĞƐĞŶƚĂƚŝŽŶƐ ĨŽƌƚŚĞ
ŶŐŝŶĞĞƌƐĂŶĚƌĐŚŝƚĞĐƚƐǁŝƚŚŝŶƚŚĞŽĸĐĞ͘,ĞĂůƐŽŽďƐĞƌǀĞĚƐŝƚĞŝŶƐƉĞĐƚŝŽŶƐĨŽƌƚŚĞ ĐƵƌƌĞŶƚƉƌŽũĞĐƚƐŽĨƚŚĞƚŝŵĞĂŶĚǁĂƐŐŝǀĞŶƚŚĞŽƉƉŽƌƚƵŶŝƚLJƚŽƐŝƚŝŶŽŶƐĞǀĞƌĂůŵĞĞƚŝŶŐƐǁŝƚŚ ƚŚĞĐŽŶƐƚƌƵĐƚŝŽŶƚĞĂŵƐŽĨǀĂƌŝŽƵƐĐĂŵƉƵƐĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 165 of 278
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Dƌ͘
ŶŐůĂŶĚƐĞƌǀĞĚĂƐĂƉƌŽũĞĐƚŵĂŶĂŐĞƌĨŽƌĐŽŵŵĞƌĐŝĂů͕ŵƵůƚŝͲĨĂŵŝůLJ͕ŝŶĚƵƐƚƌŝĂů͕ĂŶĚ ĂŐƌŝĐƵůƚƵƌĂůƉƌŽũĞĐƚƐ͘,ĞƉĞƌĨŽƌŵĞĚƋƵĂůŝƚLJĐŽŶƚƌŽůĚƵƌŝŶŐƚŚĞƉůĂŶĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶƉŚĂƐĞƐ͘ ,ĞĐŽŽƌĚŝŶĂƚĞĚĂŶĚĐŽŵŵƵŶŝĐĂƚĞĚǁŝƚŚĐŽŶƐƵůƚĂŶƚƐ͕ƵƚŝůŝƚLJĐŽŵƉĂŶŝĞƐ͕ĐŽŶƚƌĂĐƚŽƌƐ͕ĂŶĚ ĐůŝĞŶƚƐ͘ĚĚŝƚŝŽŶĂůƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚƉůĂŶĐŚĞĐŬĂŶĚƐŝƚĞŝŶƐƉĞĐƚŝŽŶƐĨŽƌĐŽŵŵĞƌĐŝĂů͕ ŵƵůƚŝͲĨĂŵŝůLJ͕ŝŶĚƵƐƚƌŝĂů͕ĂŶĚĂŐƌŝĐƵůƚƵƌĂůƉƌŽũĞĐƚƐ͘
WůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨDĞƌĐĞĚ͕
Dƌ͘
ŶŐůĂŶĚƉĞƌĨŽƌŵĞĚƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶĨŽƌĐŽŵƉůĞdžĐŽŵŵĞƌĐŝĂů͕ŝŶĚƵƐƚƌŝĂů͕ K^,Wϯ͕ŵƵůƚŝͲĨĂŵŝůLJ͕ĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJƉƌŽũĞĐƚƐ͘
ŶŐŝŶĞĞƌŝŶŐdĞĐŚŶŝĐŝĂŶ/sͮŝƚLJŽĨDĞƌĐĞĚ͕
Dƌ͘
ŶŐůĂŶĚƉĞƌĨŽƌŵĞĚƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶĨŽƌĂůůƵƚŝůŝƚLJĞŶĐƌŽĂĐŚŵĞŶƚƐ͕ŐĞŶĞƌĂů ĞŶĐƌŽĂĐŚŵĞŶƚƐ͕ĂŶĚƚƌĞĂƚŵĞŶƚƉůĂŶƚƐ͘,ĞĂůƐŽƉƌŽǀŝĚĞĚŵƵůƚŝͲũƵƌŝƐĚŝĐƚŝŽŶĂůŝŶƐƉĞĐƚŝŽŶƐĂŶĚ ŝŶƐƉĞĐƚŝŽŶƐĞƌǀŝĐĞƐĨŽƌĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 166 of 278
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ĂůŝĨŽƌŶŝĂŝǀŝů
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ηϭϵϵϰϱ
ĂůŝĨŽƌŶŝĂ^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌ͗
ηϭϴϴϯ
hd/KE
D͘^͕͘ŝǀŝů
ŶŐŝŶĞĞƌŝŶŐ
hŶŝǀĞƌƐŝƚLJŽĨ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂ
>ŽƐŶŐĞůĞƐ͕
͘^͕͘
ŶŐŝŶĞĞƌŝŶŐ
ĂůŝĨŽƌŶŝĂ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕>ŽŶŐĞĂĐŚ
>ŽŶŐĞĂĐŚ͕
WƌŝĐĞ ^
^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌ
Dƌ͘WƌŝĐĞŝƐĂƌĞŐŝƐƚĞƌĞĚĐŝǀŝůĂŶĚƐƚƌƵĐƚƵƌĂůĞŶŐŝŶĞĞƌŝŶƚŚĞ^ƚĂƚĞŽĨĂůŝĨŽƌŶŝĂ͕ďƌŝŶŐŝŶŐ ŵŽƌĞƚŚĂŶϰϬLJĞĂƌƐŽĨĞŶŐŝŶĞĞƌŝŶŐĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶĞdžƉĞƌŝĞŶĐĞƚŽ^'͘,ĞƉŽƐƐĞƐƐĞƐ ďŽƚŚƚŚĞƚĞĐŚŶŝĐĂůĂŶĚƉƌĂĐƚŝĐĂůǁŽƌŬŝŶŐŬŶŽǁůĞĚŐĞŝŶŶŽƚŽŶůLJƐƚƌƵĐƚƵƌĂůĞŶŐŝŶĞĞƌŝŶŐͶ ďƵƚŵĞĐŚĂŶŝĐĂů͕ĞůĞĐƚƌŝĐĂů͕ƚĞĐŚŶŽůŽŐLJĂŶĚĂƌĐŚŝƚĞĐƚƵƌĞĂƐǁĞůů͘dŚƌŽƵŐŚŽƵƚŚŝƐĐĂƌĞĞƌ͕ Dƌ͘WƌŝĐĞŚĂƐƉĞƌĨŽƌŵĞĚĐŝǀŝůĂŶĚƐƚƌƵĐƚƵƌĂůĚĞƐŝŐŶͬĂŶĂůLJƐŝƐĂŶĚĐŽĚĞƌĞǀŝĞǁƐĨŽƌĂůŽŶŐ ůŝƐƚŽĨƉƌŽũĞĐƚƐĂĐƌŽƐƐƚŚĞƐƚĂƚĞ͘
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^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌͬWůĂŶƐ
džĂŵŝŶĞƌ ͮ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ
ƐĂ^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌĂŶĚWůĂŶƐ
džĂŵŝŶĞƌĨŽƌ/ŶƚĞƌǁĞƐƚŽŶƐƵůƚŝŶŐ'ƌŽƵƉ͕Dƌ͘WƌŝĐĞ
ƉĞƌĨŽƌŵĞĚƐƚƌƵĐƚƵƌĂůƉůĂŶƌĞǀŝĞǁĨŽƌĐůŝĞŶƚƐƚŚƌŽƵŐŚŽƵƚƚŚĞƐƚĂƚĞ͘ WƌŽũĞĐƚͬŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ ͮsĂŶWĞůƚŽŶƐƚƌƵĐƚŝŽŶ^ĞƌǀŝĐĞƐΘŽŶƐŽůŝĚĂƚĞĚ ŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞŵĞŶƚ
&ŽƌŵŽƌĞƚŚĂŶϮϬLJĞĂƌƐ;ϭϵϵϳͲϮϬϭϵͿ͕Dƌ͘WƌŝĐĞƉĞƌĨŽƌŵĞĚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶŵĂŶĂŐĞŵĞŶƚĨŽƌĂǀĂƌŝĞƚLJŽĨƉƌŽũĞĐƚƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂĨŽƌsĂŶWĞůƚ ŽŶƐƚƌƵĐƚŝŽŶ^ĞƌǀŝĐĞƐΘŽŶƐŽůŝĚĂƚĞĚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞŵĞŶƚ͘dŚĞƐĞƉƌŽũĞĐƚƐŝŶĐůƵĚĞĚ ŚŽƐƉŝƚĂůƐ͕ĐŽŵŵƵŶŝƚLJĐĞŶƚĞƌƐ͕ƉŽƌƚĨĂĐŝůŝƚŝĞƐ͕ĂŶĚƵŶŝǀĞƌƐŝƚLJďƵŝůĚŝŶŐƉƌŽũĞĐƚƐ͘ ŝǀŝůͬ^ƚƌƵĐƚƵƌĂů
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ĚŝƐŽŶ
ƐĂŝǀŝůͬ^ƚƌƵĐƚƵƌĂů
ŶŐŝŶĞĞƌĨŽƌŵŽƌĞƚŚĂŶϯϬLJĞĂƌƐ;ϭϵϲϳͲϭϵϵϳͿ͕Dƌ͘WƌŝĐĞƉĞƌĨŽƌŵĞĚ ĐŝǀŝůĂŶĚƐƚƌƵĐƚƵƌĂůĚĞƐŝŐŶŽŶĂǁŝĚĞǀĂƌŝĞƚLJŽĨƉƌŽũĞĐƚƐŝŶƚŚĞ^ŽƵƚŚĞƌŶĂůŝĨŽƌŶŝĂƌĞŐŝŽŶ͘ dŚŝƐǁŽƌŬŝŶĐůƵĚĞĚĚĞƐŝŐŶĨŽƌƌŽĂĚƐ͕ďƌŝĚŐĞƐ͕ǁĂƚĞƌůŝŶĞƐ͕ĐĂŶĂůƐ͕ŽĨĨƐŚŽƌĞĨĂĐŝůŝƚŝĞƐ͕ ŵĞĚŝĐĂůďƵŝůĚŝŶŐƐ͕ƉŽǁĞƌƉůĂŶƚƐ͕ƌĞƐĞƌǀŽŝƌƐ͕ĚĂŵƐ͕ĞůĞĐƚƌŝĐĂůĨĂĐŝůŝƚŝĞƐ͕ƉĞƚƌŽůĞƵŵƚĂŶŬƐ ĂŶĚĨƵĞůŝŶŐĨĂĐŝůŝƚŝĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 167 of 278
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ZĞƐŝĚĞŶƚŝĂůŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂů
ůĞĐƚƌŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůDĞĐŚĂŶŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůWůƵŵďŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůWůƵŵďŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂů
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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
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tĞůĚŝŶŐĞƌƚŝĨŝĐĂƚŝŽŶůĂƐƐĞƐͮ
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ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
ŝƚLJŽĨ<ĞƌŵĂŶ
ŝƚLJŽĨŽƐWĂůŽƐ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
ŝƚLJŽĨƌŝƐďĂŶĞ
ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
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DĂƚĞƌŝĂů,ĂŶĚůĞƌͬ>ĂďŽƌĞƌͮYƵŝĞƚZŽĐŬďLJWK'LJƉƐƵŵ͕EĞǁĂƌŬ͕ Dƌ͘ĂďƌĂů͛ƐƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĂƐƐĞŵďůLJůŝŶĞŽƉĞƌĂƚŝŽŶ͕ƉƌŽĚƵĐƚŝŽŶůŝŶĞĞĨĨŝĐŝĞŶĐLJ͕ ďĂƐŝĐĞƋƵŝƉŵĞŶƚƌĞƉĂŝƌ͕ƐĂĨĞƚLJƐƚĂŶĚĂƌĚƐ͕ƋƵĂůŝƚLJĐŽŶƚƌŽůƐ͕ĨŽƌŬůŝĨƚŽƉĞƌĂƚŽƌ͕ƌĂǁŵĂƚĞƌŝĂů ƉƌŽĚƵĐƚŝŽŶ͕ƐŚŝƉƉŝŶŐͬƉĂĐŬĂŐŝŶŐ͕ĂŶĚŝŶǀĞŶƚŽƌLJĐŽŶƚƌŽů͘
ATTACHMENT A
Item 8.2
Mountain House Page 168 of 278
'ĂďƌŝĞůĂ
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E^
^Θ
Zd/&/d/KE^
ĞƌƚŝĨŝĞĚWůĂŶƐ
džĂŵŝŶĞƌ
ĞƌƚŝĨŝĞĚĐĐĞƐƐŝďŝůŝƚLJWůĂŶƐ
džĂŵŝŶĞƌͬ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚĂůŝĨŽƌŶŝĂƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚĂůŝĨŽƌŶŝĂŽŵŵĞƌĐŝĂů/ŶƐƉĞĐƚŽƌ
ĞƌƚŝĨŝĞĚĂůŝĨŽƌŶŝĂZĞƐŝĚĞŶƚŝĂů/ŶƐƉĞĐƚŽƌ
ͮ/ϭϭϯϮϰϵϱ
ĞƌƚŝĨŝĞĚ'ƌĞĞŶƵŝůĚŝŶŐWƌŽĨĞƐƐŝŽŶĂů
ͮƵŝůĚ/ƚ'ƌĞĞŶ͕KĂŬůĂŶĚ͕
'ƌĞĞŶWŽŝŶƚĚǀŝƐŽƌ^ŝŶŐůĞͲ&ĂŵŝůLJΘ
DƵůƚŝͲ&ĂŵŝůLJEĞǁ,ŽŵĞƐ
ͮƵŝůĚ/ƚ'ƌĞĞŶ͕KĂŬůĂŶĚ͕
hd/KE
DĂƐƚĞƌŽĨ^ĐŝĞŶĐĞŝŶ'ƌĞĞŶƵŝůĚŝŶŐ
^ĐŝĞŶĐĞ
ͮ^ĂŶ&ƌĂŶĐŝƐĐŽ/ŶƐƚŝƚƵƚĞŽĨƌĐŚŝƚĞĐƚƵƌĞ
ƌĐŚŝƚĞĐƚƵƌĞͬŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞŵĞŶƚ
ͮ&ƌĞƐŶŽ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕&ƌĞƐŶŽ͕
ƌĐŚŝƚĞĐƚƵƌĞ
ͮ&ƌĞƐŶŽŝƚLJŽůůĞŐĞ͕&ƌĞƐŶŽ͕
WZK&
^^/KE>&&/>/d/KE^
WĂƐƚWƌĞƐŝĚĞŶƚΘDĞŵďĞƌ͕^ĂŶ:ŽĂƋƵŝŶ
sĂůůĞLJ/ŚĂƉƚĞƌ
DĞŵďĞƌ͕zŽƐĞŵŝƚĞ/ŚĂƉƚĞƌ
DĞŵďĞƌ͕ƵŝůĚ/ƚ'ƌĞĞŶ
DĞŵďĞƌ͕hŶŝƚĞĚ^ƚĂƚĞƐ'ƌĞĞŶƵŝůĚŝŶŐ
ŽƵŶĐŝů;h^'ͿĞŶƚƌĂůĂůŝĨŽƌŶŝĂ
^ĐŽƚƚ
^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌ
DƐ͘^ĐŽƚƚƉƌŽǀŝĚĞƐďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐŽŶďĞŚĂůĨŽĨ^'ŽŶƐƵůƚĂŶƚƐ͘ƵƌŝŶŐŚĞƌϮϲ LJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞŝŶƚŚĞŝŶĚƵƐƚƌLJ͕ƐŚĞŚĂƐƉĞƌĨŽƌŵĞĚƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶ͕ďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶ͕ ďƵŝůĚŝŶŐƉůĂŶƐĞdžĂŵŝŶĞƌ͕ĂŶĚďƵŝůĚŝŶŐŽĨĨŝĐŝĂůƐĞƌǀŝĐĞƐĂƐĂĐŝƚLJĞŵƉůŽLJĞĞĂŶĚĂƉƌŝǀĂƚĞ ĐŽŶƐƵůƚĂŶƚ͘,ĞƌƉůĂŶƌĞǀŝĞǁĞdžƉĞƌŝĞŶĐĞŝŶĐůƵĚĞƐƌĞƐŝĚĞŶƚŝĂů͕ĐŽŵŵĞƌĐŝĂů͕ŝŶĚƵƐƚƌŝĂů͕ĂŶĚ ĂĐĐĞƐƐŝďŝůŝƚLJƉƌŽũĞĐƚƐ͘ƐƚŚĞ>ĞĂĚWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶĨŽƌDĞƌĐĞĚŽƵŶƚLJ͕DƐ͘^ĐŽƚƚƚƌĂŝŶĞĚĂůů ŶĞǁƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶƐ͘,ĞƌĞdžƚĞŶƐŝǀĞĞdžƉĞƌŝĞŶĐĞŝŶďƵŝůĚŝŶŐƐĞƌǀŝĐĞƐĂŶĚŵĂŶĂŐĞŵĞŶƚŵĂŬĞ DƐ͘^ĐŽƚƚĂŶĞdžĐĞůůĞŶƚĂĚĚŝƚŝŽŶƚŽƚŚĞ^'dĞĂŵ͘
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^ĞŶŝŽƌWůĂŶƐ
džĂŵŝŶĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚŐĞŶĐŝĞƐ
DƐ͘^ĐŽƚƚƉƌŽǀŝĚĞĚƉůĂŶƌĞǀŝĞǁƐĞƌǀŝĐĞƐĨŽƌǀĂƌŝŽƵƐ^'ĐůŝĞŶƚĂŐĞŶĐŝĞƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂ ŝŶĐůƵĚŝŶŐ͗
ŽƵŶƚLJŽĨ&ƌĞƐŶŽ
ŝƚLJŽĨ^ŽŶŽƌĂ
ŝƚLJŽĨDĞƌĐĞĚ
ŝƚLJŽĨĂƌŵĞůͲďLJͲƚŚĞͲ^ĞĂ
ŝƚLJŽĨWĂƐŽZŽďůĞƐ
ŽƵŶƚLJŽĨ^ĂŶƚĂƌƵnj
ŝƚLJŽĨ^ĂŶŐĞƌ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
ŝƚLJŽĨtĂƚƐŽŶǀŝůůĞ
ŝƚLJŽĨ&ŽƐƚĞƌŝƚLJ
WZ/KZ
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ŽŶƐƵůƚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌͮ ŝƚŝĞƐŽĨ&ƌĞƐŶŽ͕WĂƐŽZŽďůĞƐ͕ĂŶĚ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐĨŽƌƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐ͘ ƵŝůĚŝŶŐKĨĨŝĐŝĂůͮ ŝƚLJŽĨ^ĂŶŐĞƌ͕
DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐŽĨĨŝĐŝĂůĚƵƚŝĞƐĨŽƌƚŚĞŝƚLJ͘ WůĂŶƐ
džĂŵŝŶĞƌͮDĂĚĞƌĂŽƵŶƚLJ͕
DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐĨŽƌƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐ͘ ŽŶƐƵůƚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨ>ŝŶĐŽůŶĂŶĚŽƵŶƚŝĞƐŽĨWůĂĐĞƌ͘^ƵƚƚĞƌ͕ĂŶĚ ůŽƌĂĚŽ
DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐĨŽƌƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐ͘ ZĞƐŝĚĞŶƚŝĂůWůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨ&ƌĞƐŶŽ͕
DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐĨŽƌƌĞƐŝĚĞŶƚŝĂůƉƌŽũĞĐƚƐ͘ WůĂŶƐ
džĂŵŝŶĞƌͬWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͮDĞƌĐĞĚŽƵŶƚLJ͕
DƐ͘^ĐŽƚƚƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐƉůĂŶĐŚĞĐŬƐĞƌǀŝĐĞƐĨŽƌƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 169 of 278
DĂƌŬ
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E^
^ Θ
Zd/&/d/KE^
ƵŝůĚŝŶŐWůĂŶƐ
džĂŵŝŶĞƌ
ĂůŝĨŽƌŶŝĂZĞƐŝĚĞŶƚŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ͮ/ϴϬϮϬϲϯϮ
ĂůK
^WŽƐƚŝƐĂƐƚĞƌ
ͮϯϳϲϬϳ
K^&D&ŝƌĞ/ŶƐƉĞĐƚŽƌϭΘϭ
hd/KE
ƵŝůĚŝŶŐŽĚĞƐ͕'ĞŶĞƌĂů^ƚƵĚŝĞƐ
ͮƵĞƐƚĂŽůůĞŐĞ͕^ĂŶ>ƵŝƐKďŝƐƉŽ͕
ƵŝůĚŝŶŐŽĚĞƐ͕'ĞŶĞƌĂů^ƚƵĚŝĞƐ
ͮůĂŶ,ĂŶĐŽĐŬŽůůĞŐĞ͕^ĂŶƚĂDĂƌŝĂ͕
WZK&
^^/KE>&&/>/d/KE^
WĂƐƚWƌĞƐŝĚĞŶƚΘDĞŵďĞƌ͕ĞŶƚƌĂůŽĂƐƚ
ŚĂƉƚĞƌ ŽĨƚŚĞ /
>KůĂƐƐŽĨϮϬϮϯͲϮϰĨŽƌƚŚĞK>
WƌŽŐƌĂŵ
^K&dtZ
ůƵĞďĞĂŵ
ŶĞƌŐŽǀ Ͳ dLJůĞƌdĞĐŚŶŽůŽŐŝĞƐ
ĐĐĞůĂ
WƌŽũĞĐƚŽdž
ŝƚŝnjĞŶ^ĞƌǀĞ
DŝĐƌŽƐŽĨƚ^ƵŝƚĞŽĨWƌŽĚƵĐƚƐ
^ĂĚŽǁƐŬŝ
WƌŝŶĐŝƉĂů WůĂŶƐ
džĂŵŝŶĞƌ
Dƌ͘^ĂĚŽǁƐŬŝŝƐĂWƌŝŶĐŝƉĂůWůĂŶƐ
džĂŵŝŶĞƌĨŽƌ^'ĂŶĚďƌŝŶŐƐŽǀĞƌϮϰLJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞŝŶƚŚĞ ďƵŝůĚŝŶŐŝŶĚƵƐƚƌLJ͘,ĞŚĂƐƐĞƌǀĞĚĂƐĂ ďƵŝůĚŝŶŐŵĂŝŶƚĞŶĂŶĐĞǁŽƌŬĞƌ͕ĂďƵŝůĚŝŶŐŝŶƐƉĞĐƚŽƌĂŶĚĂƐ ƚŚĞƵŝůĚŝŶŐĂŶĚ^ĂĨĞƚLJ^ƵƉĞƌǀŝƐŽƌĨŽƌƚŚĞŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͘dŽƚŚŝƐƌŽůĞ͕Dƌ͘^ĂĚŽǁƐŬŝ ďƌŝŶŐƐĞdžĐĞůůĞŶƚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞĂŶĚĐŽŵŵƵŶŝĐĂƚŝŽŶƐŬŝůůƐ͕ǁŝƚŚĂĨŽĐƵƐŽŶƉƌŽǀŝĚŝŶŐĐƌĞĂƚŝǀĞ ƐŽůƵƚŝŽŶƐƚŽĐŚĂůůĞŶŐĞƐƚŚĂƚĂƌŝƐĞ͘
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ŽŶƚƌĂĐƚ /ŶƚĞƌŝŵ ƵŝůĚŝŶŐKĨĨŝĐŝĂůͮŝƚLJŽĨ ƌƌŽLJŽ'ƌĂŶĚĞ͕ Dƌ͘^ĂĚŽǁƐŬŝƐĞƌǀĞĚĂƚƚŚĞŝƚLJ͛ƐŽŶƚƌĂĐƚ/ŶƚĞƌŝŵƵŝůĚŝŶŐKĨĨŝĐŝĂůƚŚƌŽƵŐŚ^' ŽŶƐƵůƚĂŶƚƐ͘,Ğ ĚĞǀĞůŽƉĞĚŝŶƚĞƌŶĂůƉŽůŝĐŝĞƐŐĞĂƌĞĚƚŽǁĂƌĚƐ ŝŵƉƌŽǀŝŶŐĐƵƐƚŽŵĞƌĞdžƉĞƌŝĞŶĐĞƐ͕ ǁŚŝůĞĚŝƌĞĐƚŝŶŐ ƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶ ƉƌŽŐƌĂŵƐĨŽƌƚŚĞŝƚLJ͘ ,ŝƐ ƐƚƌŽŶŐĨŽĐƵƐŽŶďƵŝůĚŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐ ǁŝƚŚƚŚĞƐƚĂĨĨĂŶĚůŽĐĂůĐŽŵŵƵŶŝƚLJŚĂƐ ƌĞƐƵůƚĞĚŝŶĞůĞǀĂƚŝŶŐƚŚĞƐĞƌǀŝĐĞƉƌŽǀŝĚĞĚ ƚŽĂůĞǀĞůƚŚĞ ŝƚLJŚĂĚůŽŶŐďĞĞŶƐĞĞŬŝŶŐƚŽƌĞƐƚŽƌĞ͘Dƌ͘^ĂĚŽǁƐŬŝ ĂůƐŽƉůĂLJĞĚĂŶŝŶƚĞŐƌĂůƉĂƌƚŝŶƉŽƐƚͲĚŝƐĂƐƚĞƌ ƌĞƐƉŽŶƐĞƐ͕ǁŽƌŬŝŶŐǁŝƚŚĞŵĞƌŐĞŶĐLJƉĞƌƐŽŶŶĞůƚŽĞŶƐƵƌĞŽĐĐƵƉĂŶƚƐĂĨĞƚLJ͕ ǁŚŝůĞĚĞŵŽŶƐƚƌĂƚŝŶŐ ĐŽŵƉĂƐƐŝŽŶĨŽƌƚŚĞƌĞƐŝĚĞŶƚƐĂĨĨĞĐƚĞĚďLJƚŚĞĞǀĞŶƚƐ͘
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ƵŝůĚŝŶŐĂŶĚ^ĂĨĞƚLJ^ƵƉĞƌǀŝƐŽƌͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ Dƌ͘^ĂĚŽǁƐŬŝŽǀĞƌƐĂǁƚŚĞŝƚLJ͛ƐƵŝůĚŝŶŐĂŶĚ^ĂĨĞƚLJŝǀŝƐŝŽŶĂŶĚƉƌŽǀŝĚĞĚƐƵƉĞƌǀŝƐŝŽŶ͕ƚƌĂŝŶŝŶŐ͕ ĂŶĚŵĞŶƚŽƌƐŚŝƉ ƚŽƚŚĞƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶƐƚĂĨĨ͘,ĞƌĞǀŝĞǁĞĚ͕ŝŶƚĞƌƉƌĞƚĞĚ͕ĂŶĚ ĞŶĨŽƌĐĞĚƉƌŽǀŝƐŝŽŶƐŽĨĂĚŽƉƚĞĚƐƚĂƚĞĂŶĚĨĞĚĞƌĂůĐŽĚĞƐ͕ĂŶĚůŽĐĂůŽƌĚŝŶĂŶĐĞƐ͘,ĞĂůƐŽ ĐŽŶĚƵĐƚĞĚƉůĂŶƌĞǀŝĞǁĂŶĚƐĞƌǀĞĚĂƐƚŚĞŝǀŝƐŝŽŶ͛ƐƌĞƉƌĞƐĞŶƚĂƚŝǀĞĨŽƌƚŚĞĞǀĞůŽƉŵĞŶƚZĞǀŝĞǁ dĞĂŵǁŚĞŶƉƌŽĐĞƐƐŝŶŐƉůĂŶŶŝŶŐĂƉƉůŝĐĂƚŝŽŶƐ͘ĚĚŝƚŝŽŶĂůůLJ͕Dƌ͘^ĂĚŽǁƐŬŝƐĞƌǀĞĚĂƐƚŚĞďƵŝůĚŝŶŐ ĐŽĚĞƚĞĐŚŶŝĐĂůĂĚǀŝƐŽƌĨŽƌĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚƐƚĂĨĨĂŶĚĐŽĚĞĐĂƐĞƐ͘ ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕
ƐĂƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌĨŽƌƚŚĞŝƚLJ͕Dƌ͘^ĂĚŽǁƐŬŝĐŽŶĚƵĐƚĞĚŝŶƐƉĞĐƚŝŽŶƐĚƵƌŝŶŐƚŽĞŶƐƵƌĞ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞŝƌƌĞƐƉĞĐƚŝǀĞĂƉƉƌŽǀĞĚƉůĂŶƐ͕ĂƉƉůŝĐĂďůĞďƵŝůĚŝŶŐĐŽĚĞƐ͕ĂŶĚůŽĐĂů ŽƌĚŝŶĂŶĐĞƐ͘,ĞĂƐƐŝƐƚĞĚĐŽŶƚƌĂĐƚŽƌƐ͕ƉƌŽƉĞƌƚLJŽǁŶĞƌƐ͕ĂŶĚƌĞƐŝĚĞŶƚƐ ŝŶĂŶĞĨĨŽƌƚƚŽ ƌĞĂĐŚ ĂŐƌĞĞĂďůĞƐŽůƵƚŝŽŶƐƚŽǀĂƌŝŽƵƐĐŽĚĞ͕njŽŶŝŶŐ͕ĂŶĚůŽĐĂůŽƌĚŝŶĂŶĐĞǀŝŽůĂƚŝŽŶƐ͘ ,ĞĂůƐŽĐŽŽƌĚŝŶĂƚĞĚ ŵƵůƚŝͲĚĞƉĂƌƚŵĞŶƚĂŶĚŵƵůƚŝͲĂŐĞŶĐLJŝŶƐƉĞĐƚŝŽŶƐ͘
ƵŝůĚŝŶŐDĂŝŶƚĞŶĂŶĐĞtŽƌŬĞƌ//ͮŝƚLJŽĨ^ĂŶ>ƵŝƐKďŝƐƉŽ͕ Dƌ͘^ĂĚŽǁƐŬŝƉĞƌĨŽƌŵĞĚƐƉĞĐŝĂůŝnjĞĚŵĂŝŶƚĞŶĂŶĐĞĂŶĚƌĞƉĂŝƌŽĨĞůĞĐƚƌŝĐĂů͕ƉůƵŵďŝŶŐ͕ĂŶĚ ŵĞĐŚĂŶŝĐĂůƐLJƐƚĞŵƐƚŚƌŽƵŐŚŽƵƚŝƚLJĨĂĐŝůŝƚŝĞƐ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚĞƌĞǀŝĞǁĞĚ͕ŝŶǀĞƐƚŝŐĂƚĞĚĂŶĚ ĐŽŵƉůĞƚĞĚǁŽƌŬŽƌĚĞƌƐĨŽƌŝƚLJƐƚĂĨĨŝŶĂůůĚĞƉĂƌƚŵĞŶƚƐ͘
ůĞĐƚƌŝĐŝĂŶ ͮDƵůƚŝƉůĞŽŶƚƌĂĐƚŽƌƐ
Dƌ͘^ĂĚŽǁƐŬŝƉĞƌĨŽƌŵĞĚĐŽŵŵĞƌĐŝĂůĂŶĚŝŶĚƵƐƚƌŝĂůĞůĞĐƚƌŝĐĂůŝŶƐƚĂůůĂƚŝŽŶƐĂŶĚƚƌŽƵďůĞƐŚŽŽƚŝŶŐ͕ ƐĞƌǀŝŶŐĐůŝĞŶƚƐŝŶƚŚĞŵĞĚŝĐĂůŵĂŶƵĨĂĐƚƵƌŝŶŐ͕ŐŽǀĞƌŶŵĞŶƚĚĞĨĞŶƐĞĐŽŶƚƌĂĐƚŝŶŐ͕ĂĞƌŽƐƉĂĐĞ ĞŶŐŝŶĞĞƌŝŶŐ͕sĂŶĚĞŶďĞƌŐ^&͕ĨĞĚĞƌĂůĐŽƌƌĞĐƚŝŽŶĂůŝŶƐƚŝƚƵƚŝŽŶ͕ŚŽƐƉŝƚĂůŝƚLJŝŶĚƵƐƚƌLJ͕ĂŶĚůĂƌŐĞ ƌĞƚĂŝů ĞƐƚĂďůŝƐŚŵĞŶƚƐ͘/ŶƚŚŝƐƌŽůĞ͕ŚĞ ĂůƐŽƉƌŽǀŝĚĞĚƌĞƐŝĚĞŶƚŝĂůƐĞƌǀŝĐĞƐĨŽƌŚŝŐŚͲĞŶĚĐƵƐƚŽŵ ŚŽŵĞƐ͕ĂůƚĞƌĂƚŝŽŶƐĂŶĚƵƉŐƌĂĚĞƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 170 of 278
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DĂƌƚŝŶŝ W
WƌŝŶĐŝƉĂů WůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌ
Dƌ͘DĂƌƚŝŶŝ ŝƐĂWƌŝŶĐŝƉĂůWůĂŶŚĞĐŬ
ŶŐŝŶĞĞƌǁŝƚŚŽǀĞƌϭϳLJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞŝŶďƵŝůĚŝŶŐ
ĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚĂŶĚĂĚŵŝŶŝƐƚƌĂƚŝŽŶ͘ ,ŝƐĞĚƵĐĂƚŝŽŶŝŶĐůƵĚĞĚĂďƌŽĂĚƌĂŶŐĞŽĨŝǀŝů ĚŝƐĐŝƉůŝŶĞƐĂŶĚŚĞƐƚƵĚŝĞĚǁŝƚŚĐŽŶĐĞŶƚƌĂƚŝŽŶŝŶ^ƚƌƵĐƚƵƌĂů ŶŐŝŶĞĞƌŝŶŐ͘,ĞŚĂĚƐƉĞĐŝĂůŝnjĞĚ
ĐŽƵƌƐĞǁŽƌŬŝŶ^ĞŝƐŵŝĐĞƐŝŐŶ͕WƌĞƐƚƌĞƐƐĞĚŽŶĐƌĞƚĞ͕ĂŶĚ>ĂƚĞƌĂů^ƵƉƉŽƌƚ^LJƐƚĞŵƐ͘,Ğ ĞdžŚŝďŝƚƐƐƵƉĞƌďǁƌŝƚŝŶŐĂŶĚĐŽŵŵƵŶŝĐĂƚŝŽŶƐŬŝůůƐŝŶƉƌĞƉĂƌŝŶŐƉůĂŶĐŚĞĐŬĐŽƌƌĞĐƚŝŽŶƐĂŶĚ ŝŶǁŽƌŬŝŶŐǁŝƚŚũƵƌŝƐĚŝĐƚŝŽŶĂůƐƚĂĨĨ͕ƉƌŽũĞĐƚŽǁŶĞƌƐ͕ĚĞƐŝŐŶĞƌƐ͕ĂƌĐŚŝƚĞĐƚƐ͕ ĂŶĚ ĞŶŐŝŶĞĞƌƐ͘ ,ĞĐŽŶƚŝŶƵĞƐŚŝƐƚƌĂŝŶŝŶŐƚŚƌŽƵŐŚĂƚƚĞŶĚĂŶĐĞĂƚƐĞŵŝŶĂƌƐĂŶĚĐŽŶĨĞƌĞŶĐĞƐ͘ Z
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WƌŝŶĐŝƉĂů WůĂŶŚĞĐŬ
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Dƌ͘DĂƌƚŝŶŝ ĐƵƌƌĞŶƚůLJƐĞƌǀĞƐĂƐĂWƌŝŶĐŝƉĂůWůĂŶŚĞĐŬ ŶŐŝŶĞĞƌĨŽƌ^'͕ƉƌŽǀŝĚŝŶŐ
ĐŽŵƉƌĞŚĞŶƐŝǀĞƉůĂŶƌĞǀŝĞǁƐĞƌǀŝĐĞƐĨŽƌŶƵŵĞƌŽƵƐũƵƌŝƐĚŝĐƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂ͘ ,ŝƐ ĨŽĐƵƐŝƐŽŶĐŽŵŵĞƌĐŝĂůƉůĂŶƌĞǀŝĞǁ ĂŶĚůĂƌŐĞƌƉƌŽũĞĐƚƐ ǁŝƚŚĂŶĞŵƉŚĂƐŝƐŽŶĨŝƌĞͬůŝĨĞƐĂĨĞƚLJ ĂŶĚƐƚƌƵĐƚƵƌĂůƌĞǀŝĞǁ͘
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ĞdžƉĞƌŝĞŶĐĞŝŶĞŶĨŽƌĐĞŵĞŶƚĂŶĚĂĚŵŝŶŝƐƚƌĂƚŝŽŶŽĨĂůŝĨŽƌŶŝĂdŝƚůĞϮϰƌĞŐƵůĂƚŝŽŶƐŝŶĐůƵĚŝŶŐ ĨŝƌĞͬůŝĨĞƐĂĨĞƚLJ͕ƐƚƌƵĐƚƵƌĂůƐĂĨĞƚLJ͕D
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:/dDĂŶƵĨĂĐƚƵƌŝŶŐͮWĂƐŽ ZŽďůĞƐ͕
Dƌ͘DĂƌƚŝŶŝǁŽƌŬĞĚŝŶYƵĂůŝƚLJŽŶƚƌŽůͬ&ƵůĨŝůůŵĞŶƚ͘,ĞƉĞƌĨŽƌŵĞĚƋƵĂůŝƚLJĐŽŶƚƌŽůƐĞƌǀŝĐĞƐ ĨŽƌĨĂĐŝůŝƚLJŵĂŶƵĨĂĐƚƵƌŝŶŐǀĂƌŝŽƵƐĞůĞĐƚƌŽŶŝĐĐŽŵƉŽŶĞŶƚƐ͘,ĞĐŽŵƉĂƌĞĚĂŶĚƚĞƐƚĞĚ ƐĂŵƉůĞƐŽĨĂƐƐĞŵďůĞĚƉƌŽĚƵĐƚƐƚŽƉůĂŶƐĂŶĚƐƉĞĐŝĨŝĐĂƚŝŽŶƐƉƌŽǀŝĚĞĚďLJƚŚĞĐůŝĞŶƚƚŽ ĞŶƐƵƌĞ ĐŽŶĨŽƌŵĂŶĐĞ͘,ĞǁŽƌŬĞĚƵŶĚĞƌĚŝƌĞĐƚƐƵƉĞƌǀŝƐŝŽŶŽĨWƌŽĨĞƐƐŝŽŶĂů ŶŐŝŶĞĞƌƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 171 of 278
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džĂŵŝŶĞƌͮDƵůƚŝƉůĞ^'ůŝĞŶƚŐĞŶĐŝĞƐ
Dƌ͘
ŶŐůĂŶĚƉĞƌĨŽƌŵĞĚƌĞƐŝĚĞŶƚŝĂů͕ŵƵůƚŝͲĨĂŵŝůLJ͕ĐŽŵŵĞƌĐŝĂů͕ŵĞĚŝĐĂů͕ŝŶĚƵƐƚƌŝĂů͕ƐƚƌƵĐƚƵƌĂů͕ ĂŶĚĂŐƌŝĐƵůƚƵƌĂůƉůĂŶƌĞǀŝĞǁĨŽƌĂǀĂƌŝĞƚLJŽĨ^'ĐůŝĞŶƚĂŐĞŶĐŝĞƐƚŚƌŽƵŐŚŽƵƚĂůŝĨŽƌŶŝĂ ŝŶĐůƵĚŝŶŐ͗
ŝƚLJŽĨ
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ŝƚLJŽĨ>ŝŶĐŽůŶ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
ŝƚLJŽĨDĞƌĐĞĚ
ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
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Dƌ͘
ŶŐůĂŶĚƐĞƌǀĞĚĂƐĂƉƌŽũĞĐƚŵĂŶĂŐĞƌĨŽƌĐŽŵŵĞƌĐŝĂů͕ŵƵůƚŝͲĨĂŵŝůLJ͕ŝŶĚƵƐƚƌŝĂů͕ĂŶĚ ĂŐƌŝĐƵůƚƵƌĂůƉƌŽũĞĐƚƐ͘,ĞƉĞƌĨŽƌŵĞĚƋƵĂůŝƚLJĐŽŶƚƌŽůĚƵƌŝŶŐƚŚĞƉůĂŶĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶƉŚĂƐĞƐ͘ ,ĞĐŽŽƌĚŝŶĂƚĞĚĂŶĚĐŽŵŵƵŶŝĐĂƚĞĚǁŝƚŚĐŽŶƐƵůƚĂŶƚƐ͕ƵƚŝůŝƚLJĐŽŵƉĂŶŝĞƐ͕ĐŽŶƚƌĂĐƚŽƌƐ͕ĂŶĚ ĐůŝĞŶƚƐ͘ĚĚŝƚŝŽŶĂůƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚƉůĂŶĐŚĞĐŬĂŶĚƐŝƚĞŝŶƐƉĞĐƚŝŽŶƐĨŽƌĐŽŵŵĞƌĐŝĂů͕ ŵƵůƚŝͲĨĂŵŝůLJ͕ŝŶĚƵƐƚƌŝĂů͕ĂŶĚĂŐƌŝĐƵůƚƵƌĂůƉƌŽũĞĐƚƐ͘
WůĂŶƐ
džĂŵŝŶĞƌͮŝƚLJŽĨDĞƌĐĞĚ͕
Dƌ͘
ŶŐůĂŶĚƉĞƌĨŽƌŵĞĚƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶĨŽƌĐŽŵƉůĞdžĐŽŵŵĞƌĐŝĂů͕ŝŶĚƵƐƚƌŝĂů͕ K^,Wϯ͕ŵƵůƚŝͲĨĂŵŝůLJ͕ĂŶĚĂĐĐĞƐƐŝďŝůŝƚLJƉƌŽũĞĐƚƐ͘
ŶŐŝŶĞĞƌŝŶŐdĞĐŚŶŝĐŝĂŶ/sͮŝƚLJŽĨDĞƌĐĞĚ͕
Dƌ͘
ŶŐůĂŶĚƉĞƌĨŽƌŵĞĚƉůĂŶƌĞǀŝĞǁĂŶĚŝŶƐƉĞĐƚŝŽŶĨŽƌĂůůƵƚŝůŝƚLJĞŶĐƌŽĂĐŚŵĞŶƚƐ͕ŐĞŶĞƌĂů ĞŶĐƌŽĂĐŚŵĞŶƚƐ͕ĂŶĚƚƌĞĂƚŵĞŶƚƉůĂŶƚƐ͘,ĞĂůƐŽƉƌŽǀŝĚĞĚŵƵůƚŝͲũƵƌŝƐĚŝĐƚŝŽŶĂůŝŶƐƉĞĐƚŝŽŶƐĂŶĚ ŝŶƐƉĞĐƚŝŽŶƐĞƌǀŝĐĞƐĨŽƌĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 172 of 278
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DƐ͘,ƵƐŬĞLJďƌŝŶŐƐŵŽƌĞƚŚĂŶĞŝŐŚƚLJĞĂƌƐŽĨŝŶĚƵƐƚƌLJĞdžƉĞƌŝĞŶĐĞƚŽ^'͕ŚĂǀŝŶŐƉƌĞǀŝŽƵƐůLJ ƐĞƌǀĞĚĂƐĂ>ĞĂĚWĞƌŵŝƚdĞĐŚŶŝĐŝĂŶĂŶĚ^ĞŶŝŽƌWĞƌŵŝƚŽŽƌĚŝŶĂƚŽƌ͘/ŶƚŚĞƐĞƌŽůĞƐ͕ƐŚĞŚĂƐ ĚĞǀĞůŽƉĞĚĂƚŚŽƌŽƵŐŚƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨƚŚĞĐƌŝƚŝĐĂůĨƌŽŶƚͲůŝŶĞƚĂƐŬƐƌĞůĂƚĞĚƚŽĐƵƐƚŽŵĞƌ ƐĞƌǀŝĐĞĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶĚĞǀĞůŽƉŵĞŶƚƚŚĂƚŚĞůƉƐƚƌĞĂŵůŝŶĞƉƌŽũĞĐƚƐĨŽƌĂŐĞŶĐŝĞƐ^' ƉƌŽǀŝĚĞƐƐĞƌǀŝĐĞƐĨŽƌ͘DƐ͘,ƵƐŬĞLJĞdžĐĞůƐĂƚƌĞǀŝĞǁŝŶŐ͕ĚŝƐƚƌŝďƵƚŝŶŐ͕ƉƌŽĐĞƐƐŝŶŐ͕ ĚŽĐƵŵĞŶƚŝŶŐ͕ĂŶĚŵĂŝŶƚĂŝŶŝŶŐĚĞƉĂƌƚŵĞŶƚĂůŝŶĨŽƌŵĂƚŝŽŶƐƵĐŚĂƐƌĞƉŽƌƚƐ͕ƉůĂŶƐ͕ƉĞƌŵŝƚƐ ĂŶĚƌĞůĂƚĞĚŝŶƐƉĞĐƚŝŽŶƐƚŽĞƐƚĂďůŝƐŚŐƵŝĚĞůŝŶĞƐ͘
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DƐ͘,ƵƐŬĞLJƐĞƌǀĞĚĂƐĂŶKĨĨŝĐĞDĂŶĂŐĞƌĨŽƌƵƌĞĂƵsĞƌŝƚĂƐEŽƌƚŚŵĞƌŝĐĂ͕ƉƌŽǀŝĚŝŶŐ ŽƉĞƌĂƚŝŽŶĂůŽǀĞƌƐŝŐŚƚĂŶĚǁŽƌŬƉůĂĐĞĐŽŽƌĚŝŶĂƚŝŽŶĨŽƌŵŽƌĞƚŚĂŶĨŽƵƌLJĞĂƌƐ͘^ŚĞ ŽƌŐĂŶŝnjĞĚŵĞĞƚŝŶŐƐ͕ƚƌĂǀĞů͕ĂŶĚĞǀĞŶƚƐ͕ǁŚŝůĞĂůƐŽƉĞƌĨŽƌŵŝŶŐĂĚŵŝŶŝƐƚƌĂƚŝǀĞƚĂƐŬƐƐƵĐŚĂƐ ƉƌĞƉĂƌŝŶŐůĞƚƚĞƌƐ͕ƉƌĞƐĞŶƚĂƚŝŽŶƐ͕ĂŶĚƌĞƉŽƌƚƐ͘
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶͬĚŵŝŶŝƐƚƌĂƚŝǀĞ^ƵƉƉŽƌƚͮŝƚLJŽĨƚĂƐĐĂĚĞƌŽ͕ /ŶƚŚŝƐƌŽůĞ͕DƐ͘,ƵƐŬĞLJƉƌŽǀŝĚĞĚƐƵƉƉŽƌƚƚŽƚŚĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚĨŽƌƚŚĞŝƚLJ͕ ĨĂĐŝůŝƚĂƚŝŶŐƚŚĞĚŝƐƚƌŝďƵƚŝŽŶŽĨďƵŝůĚŝŶŐƉĞƌŵŝƚĂƉƉůŝĐĂƚŝŽŶƐĨŽƌƉĞƌŵŝƚŝƐƐƵĂŶĐĞ͘^ŚĞ ƌĞǀŝĞǁĞĚďůƵĞƉƌŝŶƚƐ͕ƐƵďŵŝƐƐŝŽŶƐĂŶĚƉůĂŶƐĨŽƌĐŽŵƉůĞƚĞŶĞƐƐĂŶĚĐŽŵƉůŝĂŶĐĞǁŝƚŚďĂƐŝĐ ĐŽĚĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ĚĚŝƚŝŽŶĂůƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚƌĞƐƉŽŶĚŝŶŐƚŽƉƵďůŝĐŝŶƋƵŝƌŝĞƐ ƌĞŐĂƌĚŝŶŐƚŚĞƐƚĂƚƵƐŽĨƐƵďŵŝƚƚĞĚƉƌŽũĞĐƚƐ͕ŽǀĞƌƚŚĞĐŽƵŶƚĞƌƉůĂŶƌĞǀŝĞǁ͕ĐƌĞĂƚŝŶŐƌĞƉŽƌƚƐ ĂŶĚŵĂŝŶƚĂŝŶŝŶŐƚŚĞďƵŝůĚŝŶŐƉĞƌŵŝƚĂƉƉůŝĐĂƚŝŽŶůŽŐ͘
^ĞŶŝŽƌWĞƌŵŝƚŽŽƌĚŝŶĂƚŽƌͮ^ŽůĂƌŝƚLJͬdĞƐůĂ
ƐĂ^ĞŶŝŽƌWĞƌŵŝƚŽŽƌĚŝŶĂƚŽƌĨŽƌ^ŽůĂƌŝƚLJͬdĞƐůĂ͕DƐ͘,ƵƐŬĞLJǁŽƌŬĞĚǁŝƚŚƐƚĂĨĨƚŽ ĞŶƐƵƌĞƉƌŽũĞĐƚƐƐƚĂLJĞĚŽŶƚƌĂĐŬďLJĞdžƉĞĚŝƚŝŶŐƚŚĞƉĞƌŵŝƚƉƌŽĐĞƐƐĨŽƌĂůůƉĂƌƚŝĞƐ͘^ŚĞ ŚĞůƉĞĚƚŚĞƉƵďůŝĐŽďƚĂŝŶďƵŝůĚŝŶŐƉĞƌŵŝƚƐĂŶĚǁŽƌŬĞĚĂůŽŶŐƐŝĚĞĞdžƉĞƌƚƐŝŶƚŚĞƐŽůĂƌ ŝŶĚƵƐƚƌLJƚŽĂǀŽŝĚĐŽƐƚůLJĚĞůĂLJƐŝŶƚŚĞƌĞǀŝĞǁƉƌŽĐĞƐƐ͘ĚĚŝƚŝŽŶĂůůLJ͕ƐŚĞŐĂŝŶĞĚĞdžƉĞƌŝĞŶĐĞ ƉĞƌĨŽƌŵŝŶŐƉůĂŶƌĞǀŝĞǁĨŽƌƐŽůĂƌƉƌŽũĞĐƚƐ͘
ATTACHMENT A
Item 8.2
Mountain House Page 173 of 278
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ATTACHMENT A
Item 8.2
Mountain House Page 174 of 278
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ATTACHMENT A
Item 8.2
Mountain House Page 175 of 278
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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
ͮ/ϴϰϴϴϭϳϰ
hd/KE
'ĞŶĞƌĂů
ĚƵĐĂƚŝŽŶ
&ƌĞƐŶŽ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJͮ&ƌĞƐŶŽ͕
ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶŽŶƚŚĞ:ŽďdƌĂŝŶŝŶŐ
^'ĐĂĚĞŵLJͮEĞǁŵĂŶ͕
>ĂƵƉƵĂ
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
Dƌ͘>ĂƵƉƵĂ ƐĞƌǀĞƐĂƐĂ^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌĨŽƌ^'ŽŶƐƵůƚĂŶƚƐ͘,ĞďƌŝŶŐƐĞdžĐĞůůĞŶƚ ĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐŬŝůůƐ͕ĐŽƵƉůĞĚǁŝƚŚƐƚƌŽŶŐŽƌŐĂŶŝnjĂƚŝŽŶĂůĂŶĚƉƌŝŽƌŝƚŝnjĂƚŝŽŶƐŬŝůůƐ͘Dƌ͘ >ĂƵƉƵĂĐƵƌƌĞŶƚůLJƉƌŽǀŝĚĞƐŝŶƐƉĞĐƚŝŽŶƐĞƌǀŝĐĞƐƚŽŵƵůƚŝƉůĞ^'ĐůŝĞŶƚĂŐĞŶĐŝĞƐƚŚƌŽƵŐŚŽƵƚ ƚŚĞĞŶƚƌĂůsĂůůĞLJĂŶĚďĞLJŽŶĚ͘,ĞŚĂƐĞdžƚĞŶƐŝǀĞĞdžƉĞƌŝĞŶĐĞǁŽƌŬŝŶŐǁŝƚŚŝŶďƵŝůĚŝŶŐ ĚĞƉĂƌƚŵĞŶƚƐĂŶĚŚĂƐĚĞǀĞůŽƉĞĚƚŚĞĂďŝůŝƚLJƚŽĂĚĂƉƚƚŽƐƉĞĐŝĨŝĐĂŐĞŶĐLJƉƌŽĐĞƐƐĞƐ͘Dƌ͘ >ĂƵƉƵĂŝƐĂůƐŽƐŬŝůůĞĚĂƚĂƐƐŝƐƚŝŶŐĐƵƐƚŽŵĞƌƐŽǀĞƌƚŚĞĐŽƵŶƚĞƌ͕ĂŶĚͬŽƌŽŶƚŚĞƉŚŽŶĞ͕ ĂƐ ǁĞůůĂƐŝƐƐƵŝŶŐďƵŝůĚŝŶŐƉĞƌŵŝƚƐĂŶĚƉĞƌĨŽƌŵŝŶŐƐŵĂůůŽǀĞƌͲƚŚĞͲĐŽƵŶƚĞƌƉůĂŶƌĞǀŝĞǁƐ͘ Z
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^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮ DƵůƚŝƉůĞ^'ŐĞŶĐŝĞƐ
Dƌ͘>ĂƵƉƵĂ ŚĂƐƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƐĨƌŽŵƚŚĞŐƌŽƵŶĚƵƉĨŽƌƌĞƐŝĚĞŶƚŝĂůĂŶĚ ůŝŐŚƚĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐĨŽƌĂǀĂƌŝĞƚLJŽĨĂŐĞŶĐŝĞƐ^'ƐĞƌǀĞƐ͗ ŽƵŶƚLJŽĨ^ĂŶ:ŽĂƋƵŝŶ
ŝƚLJŽĨDŽĚĞƐƚŽ
ŝƚLJŽĨWĂƚƚĞƌƐŽŶ
ŝƚLJŽĨ'ƵƐƚŝŶĞ
ŝƚLJŽĨtĂƚĞƌĨŽƌĚ
ŝƚLJŽĨ'ŝůƌŽLJ
ŝƚLJŽĨŽĂůŝŶŐĂ
ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
ŽƵŶƚLJŽĨ^ƚĂŶŝƐůĂƵƐ
ŝƚLJŽĨƚǁĂƚĞƌ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
ŝƚLJŽĨKĂŬĚĂůĞ
ŝƚLJŽĨEĞǁŵĂŶ
ŝƚLJŽĨDĂŶƚĞĐĂ
ŝƚLJŽĨŽƐWĂůŽƐ
ŝƚLJŽĨ
ƐĐĂůŽŶ
^'ĐĂĚĞŵLJdƌĂŝŶŝŶŐͮ^'ŽŶƐƵůƚĂŶƚƐͶĞŶƚƌĂůsĂůůĞLJ͕ ƐĂƚƌĂŝŶĞĞ͕Dƌ͘>ĂƵƉƵĂůĞĂƌŶĞĚƚŚĞƐĞƋƵĞŶĐĞĂŶĚƉƌŽĐĞĚƵƌĞƐŽĨďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƐĂŶĚ ŐĂŝŶĞĚĂŶŝŵƉŽƌƚĂŶƚƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨƚŚĞďƵŝůĚŝŶŐĐŽĚĞƐ;ĐŽŶĐĞŶƚƌĂƚŝŶŐŽŶŚĂƉƚĞƌϯŽĨ ƚŚĞͿ͘,ĞĚĞǀĞůŽƉĞĚĨŝĞůĚƚĞĐŚŶŝƋƵĞƐǁŚŝůĞƐŚĂĚŽǁŝŶŐĂŶĚďĞŝŶŐŵĞŶƚŽƌĞĚďLJ^' ŝŶƐƉĞĐƚŽƌƐ͘,ĞĂůƐŽďĞĐĂŵĞĨĂŵŝůŝĂƌǁŝƚŚƚŚĞůĂLJŽƵƚŽĨƉůĂŶƐĂŶĚĚŽĐƵŵĞŶƚƐŝŶĐůƵĚŝŶŐ ͞ĂƉƉƌŽǀĞĚ͟ũŽďƐŝƚĞƉůĂŶƐĂŶĚĚĞǀĞůŽƉĞĚĂƐŽůŝĚƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨŚŽǁďƵŝůĚŝŶŐ ĚĞƉĂƌƚŵĞŶƚƐĨƵŶĐƚŝŽŶ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚŝƐƚƌĂŝŶŝŶŐŝŶĐůƵĚĞĚŐĂŝŶŝŶŐĨĂŵŝůŝĂƌŝƚLJǁŝƚŚĚŝĨĨĞƌĞŶƚ ĐŝƚLJͬĐŽƵŶƚLJŽƌĚŝŶĂŶĐĞƐĂŶĚƚŚĞŝƌƌĞůĂƚŝŽŶƐŚŝƉƚŽƐƉĞĐŝĨŝĐďƵŝůĚŝŶŐĐŽĚĞƐ͘Dƌ͘>ĂƵƉƵĂĂůƐŽ ƌĞĐĞŝǀĞĚƚƌĂŝŶŝŶŐŽŶŝƐƐƵŝŶŐƉĞƌŵŝƚƐƚŚƌŽƵŐŚ^'͛Ɛ'ƌĞĞŶsƵĞƉĞƌŵŝƚƚŝŶŐƐLJƐƚĞŵ͘ EKd>
^'WZK:
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yW
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'ƌĞĂƚtŽůĨ>ŽĚŐĞ;ŝƚLJŽĨDĂŶƚĞĐĂͿ
,ĂŵƉƚŽŶ/ŶŶ;ŝƚLJŽĨWĂƚƚĞƌƐŽŶͿ
WZ/KZ
yW
Z/
E
&Ăƌŵ&ĂĐŝůŝƚŝĞƐDĂŝŶƚĞŶĂŶĐĞͮĞŶƚƌĂůsĂůůĞLJ͕
Dƌ͘>ĂƵƉƵĂ ƉĞƌĨŽƌŵĞĚĂǀĂƌŝĞƚLJŽĨĨĂƌŵĨĂĐŝůŝƚŝĞƐŵĂŝŶƚĞŶĂŶĐĞƐĞƌǀŝĐĞƐĨŽƌƚŚĞĨŽůůŽǁŝŶŐ ĐŽŵƉĂŶŝĞƐ͗
,ŝŐŚůĂŶĚ>ĂďƌĂĚŽƌƐ<ĞŶŶĞůƐ
<ĞŐůĞƐƵƐƚŽŵ&ĂƌŵŝŶŐ
EĞĞĚŵŽƌĞ&ĂƌŵƐ
ATTACHMENT A
Item 8.2
Mountain House Page 176 of 278
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<ĞŶŶĞƚŚ
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E^
^Θ
Zd/&/d/KE^
ŽŵŵĞƌĐŝĂůŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂů
ůĞĐƚƌŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůDĞĐŚĂŶŝĐĂů/ŶƐƉĞĐƚŽƌ
ŽŵŵĞƌĐŝĂůWůƵŵďŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůWůƵŵďŝŶŐ/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂů
ůĞĐƚƌŝĐĂů/ŶƐƉĞĐƚŽƌ
ZĞƐŝĚĞŶƚŝĂůDĞĐŚĂŶŝĐĂů/ŶƐƉĞĐƚŽƌ
>'ƌĞĞŶ/ŶƐƉĞĐƚŽƌͬWůĂŶƐ
džĂŵŝŶĞƌ
ZĞƐŝĚĞŶƚŝĂů
ŶĞƌŐLJ/ŶƐƉĞĐƚŽƌͬWůĂŶƐ
džĂŵŝŶĞƌ
ZĞƐŝĚĞŶƚŝĂůWůĂŶƐ
džĂŵŝŶĞƌ
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
ĂůŝĨŽƌŶŝĂŽŵďŝŶĂƚŝŽŶ/ŶƐƉĞĐƚŽƌ
hd/KE
/ŶƚĞƌĚŝƐĐŝƉůŝŶĂƌLJ^ƚƵĚŝĞƐŝŶƌƚƐΘ
,ƵŵĂŶŝƚŝĞƐͮĂŶĂĚĂŽůůĞŐĞ
tĞůĚŝŶŐĞƌƚŝĨŝĐĂƚŝŽŶůĂƐƐĞƐͮ
ŚĂďŽƚŽůůĞŐĞ
ĂďƌĂů
^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ
Dƌ͘ĂďƌĂůƐĞƌǀĞƐĂƐĂ^ĞŶŝŽƌƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌĨŽƌ^'͘,ŝƐƐƚƌĞŶŐƚŚƐĂƐĂŶŝŶƐƉĞĐƚŽƌ ŝŶĐůƵĚĞĞdžĐĞůůĞŶƚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͕ŽƌŐĂŶŝnjĂƚŝŽŶĂůĂŶĚƉƌŝŽƌŝƚŝnjĂƚŝŽŶƐŬŝůůƐ͘Dƌ͘ĂďƌĂů ĐƵƌƌĞŶƚůLJƉƌŽǀŝĚĞƐŝŶƐƉĞĐƚŝŽŶƐĞƌǀŝĐĞƐƚŽƚŚĞŝƚLJŽĨ>ŽƐĂŶŽƐ͕ǁŝƚŚĂĚĚŝƚŝŽŶĂůĞdžƉĞƌŝĞŶĐĞ ŝŶƚŚĞŝƚŝĞƐŽĨDŽƵŶƚĂŝŶsŝĞǁĂŶĚƌŝƐďĂŶĞ͘,ĞŚĂƐĂĐŽŵƉůĞƚĞƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨƚŚĞ ďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƉƌŽĐĞƐƐĂŶĚĐĂŶĂƐƐŝƐƚĐƵƐƚŽŵĞƌƐŝŶͲƉĞƌƐŽŶŽǀĞƌƚŚĞĐŽƵŶƚĞƌĂŶĚŽŶ ƚŚĞƉŚŽŶĞ͘/ŶĂĚĚŝƚŝŽŶ͕Dƌ͘ĂďƌĂůǁŽƌŬƐǁĞůůŝŶƚŚĞĨŝĞůĚǁŝƚŚĐŽŶƚƌĂĐƚŽƌƐĂŶĚƉĞƌĨŽƌŵƐ ƚŝŵĞůLJ͕ĐŽŶƐŝƐƚĞŶƚŝŶƐƉĞĐƚŝŽŶƐ͘
Z
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ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌͮ sĂƌŝŽƵƐ^'ŐĞŶĐŝĞƐ
Dƌ͘ĂďƌĂůŚĂƐƉĞƌĨŽƌŵĞĚďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƐĨƌŽŵƚŚĞŐƌŽƵŶĚƵƉĨŽƌƌĞƐŝĚĞŶƚŝĂůƉƌŽũĞĐƚƐ ĂŶĚůŝŐŚƚĐŽŵŵĞƌĐŝĂůƚŚƌŽƵŐŚŽƵƚƚŚĞũƵƌŝƐĚŝĐƚŝŽŶƐŝŶǁŚŝĐŚŚĞǁŽƌŬƐ͘dŚĞƐĞ^'ĐůŝĞŶƚƐ ŝŶĐůƵĚĞ͗
ŝƚLJŽĨDŽƵŶƚĂŝŶsŝĞǁ
ŝƚLJŽĨ<ĞƌŵĂŶ
ŝƚLJŽĨŽƐWĂůŽƐ
ŝƚLJŽĨ>ŽƐĂŶŽƐ
ŝƚLJŽĨƌŝƐďĂŶĞ
ŝƚLJŽĨ&ŝƌĞďĂƵŐŚ
ŽƵŶƚLJŽĨdƵŽůƵŵŶĞ
ŝƚLJŽĨ^ĂŶŐĞƌ
^'ĐĂĚĞŵLJdƌĂŝŶŝŶŐͮ^'ŽŶƐƵůƚĂŶƚƐͶĞŶƚƌĂůsĂůůĞLJ͕ ƐĂƚƌĂŝŶĞĞ͕Dƌ͘ĂďƌĂůůĞĂƌŶĞĚƚŚĞƐĞƋƵĞŶĐĞĂŶĚƉƌŽĐĞĚƵƌĞŽĨďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƐĂŶĚ ďĞĐĂŵĞĨĂŵŝůŝĂƌǁŝƚŚƚŚĞĐŽĚĞƐ͕ĐŽŶĐĞŶƚƌĂƚŝŶŐŽŶŚĂƉƚĞƌϯŽĨƚŚĞ͘,ĞŚĂƐƐŚĂĚŽǁĞĚ ĂŶĚŵĞŶƚŽƌĞĚ^'ŝŶƐƉĞĐƚŽƌƐƚŽĚĞǀĞůŽƉĨŝĞůĚƚĞĐŚŶŝƋƵĞƐ͕ďĞĐŽŵĞĨĂŵŝůŝĂƌǁŝƚŚƚŚĞ ůĂLJŽƵƚŽĨƉůĂŶƐĂŶĚĚŽĐƵŵĞŶƚƐŝŶĐůƵĚŝŶŐ͞ĂƉƉƌŽǀĞĚ͟ũŽďƐŝƚĞƉůĂŶƐ͕ĂŶĚĚĞǀĞůŽƉĞĚĂƐŽůŝĚ ƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨŚŽǁďƵŝůĚŝŶŐĚĞƉĂƌƚŵĞŶƚƐĨƵŶĐƚŝŽŶ͘ĚĚŝƚŝŽŶĂůůLJ͕ŚĞƵŶĚĞƌƐƚĂŶĚƐ ĚŝĨĨĞƌĞŶƚĐŝƚLJͬĐŽƵŶƚLJŽƌĚŝŶĂŶĐĞƐĂŶĚŚŽǁƚŚĞLJƌĞůĂƚĞƚŽƐƉĞĐŝĨŝĐĐŽĚĞƐ͘ WZ/KZ
yW
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DĂƚĞƌŝĂů,ĂŶĚůĞƌͬ>ĂďŽƌĞƌͮYƵŝĞƚZŽĐŬďLJWK'LJƉƐƵŵ͕EĞǁĂƌŬ͕ Dƌ͘ĂďƌĂů͛ƐƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĂƐƐĞŵďůLJůŝŶĞŽƉĞƌĂƚŝŽŶ͕ƉƌŽĚƵĐƚŝŽŶůŝŶĞĞĨĨŝĐŝĞŶĐLJ͕ ďĂƐŝĐĞƋƵŝƉŵĞŶƚƌĞƉĂŝƌ͕ƐĂĨĞƚLJƐƚĂŶĚĂƌĚƐ͕ƋƵĂůŝƚLJĐŽŶƚƌŽůƐ͕ĨŽƌŬůŝĨƚŽƉĞƌĂƚŽƌ͕ƌĂǁŵĂƚĞƌŝĂů ƉƌŽĚƵĐƚŝŽŶ͕ƐŚŝƉƉŝŶŐͬƉĂĐŬĂŐŝŶŐ͕ĂŶĚŝŶǀĞŶƚŽƌLJĐŽŶƚƌŽů͘
ATTACHMENT A
Item 8.2
Mountain House Page 177 of 278
dŚĞƌĞƐĂ
hd/KE
sŽĐĂƚŝŽŶĂů^ĐŚŽŽůͮŽŽŬŬĞĞƉŝŶŐ
WŝŽŶĞĞƌ,ŝŐŚ^ĐŚŽŽůͮ^ĂŶ:ŽƐĞ͕
,ĂƌƚŵĂŶ
WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
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ƐĂ^'WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ͕DƐ͘,ĂƌƚŵĂŶŽĨƚĞŶƐĞƌǀĞƐĂƐƚŚĞŝŶŝƚŝĂůĂŐĞŶĐLJƌĞƉƌĞƐĞŶƚĂƚŝǀĞǁŝƚŚ ǁŚŽŵĐƵƐƚŽŵĞƌƐŝŶƚĞƌĂĐƚŝŶƚŚĞŝƚLJŽĨ>ŽƐĂŶŽƐ͘^ŚĞƉƌŽǀŝĚĞƐĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐ͕ƌĞǀŝĞǁƐ ĂŶĚĂĐĐĞƉƚƐďƵŝůĚŝŶŐƉĞƌŵŝƚƐĂƉƉůŝĐĂƚŝŽŶƐ͕ƉƌŽĐĞƐƐĞƐƉĞƌŵŝƚƐ͕ĂŶĚǁŽƌŬƐĚŝƌĞĐƚůLJǁŝƚŚŽƚŚĞƌ ĚĞƉĂƌƚŵĞŶƚƐ͘
WĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞͮŝƚLJŽĨ>ŽƐWĂƚƚĞƌƐŽŶ͕͘
ƐĂWĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞ͕DƐ͘,ĂƌƚŵĂŶǁŽƌŬĞĚĚŝƌĞĐƚůLJƵŶĚĞƌƚŚĞƐƵƉĞƌǀŝƐŝŽŶŽĨĂWĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ͘,ĞƌƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĂƐƐŝƐƚŝŶŐƚŚĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚƐƚĂĨĨ͕ĐĂůĐƵůĂƚŝŶŐ ĨĞĞƐ͕ŝƐƐƵŝŶŐŽǀĞƌƚŚĞĐŽƵŶƚĞƌƉĞƌŵŝƚƐ͕ƌŽƵƚŝŶŐƉůĂŶƐĂŶĚŽƚŚĞƌĐůĞƌŝĐĂůƚĂƐŬƐ͘ ĂǀŝĚ^ĂŶƚŽƐ&ĂƌŵŝŶŐͮ> Ž Ɛ Ă Ŷ Ž Ɛ ͕
DƐ͘,ĂƌƚŵĂŶ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͕ƚŝŵĞĐĂƌĚĞŶƚƌLJ͕ĂĐĐŽƵŶƚƐ ƌĞĐĞŝǀĂďůĞƐĂŶĚĐĂƐŚƌĞĐĞŝƉƚƐĂŶĚďĂŶŬŝŶŐĨƵŶĐƚŝŽŶƐŝŶĐůƵĚŝŶŐŵŽŶƚŚĞŶĚƌĞĐŽŶĐŝůŝĂƚŝŽŶ͘ EƵŶĞƐDŽǁĞƌƐΘ
ƋƵŝƉŵĞŶƚͬEƵŶĞƐDĂŶƵĨĂĐƚƵƌŝŶŐͮD Ž Ě Ğ Ɛ ƚ Ž Ă Ŷ Ě W Ă ƚƚĞƌƐŽŶ͕ DƐ͘,ĂƌƚŵĂŶŽǀĞƌƐĂǁƚŚĞĂĐĐŽƵŶƚƐƉĂLJĂďůĞƐĂŶĚƌĞĐĞŝǀĂďůĞƐ͕ƉƵƌĐŚĂƐŝŶŐ͕ĐĂƐŚƌĞĐĞŝƉƚƐĂŶĚ ďĂŶŬŝŶŐĨƵŶĐƚŝŽŶƐŝŶĐůƵĚŝŶŐŵŽŶƚŚĞŶĚƌĞĐŽŶĐŝůŝĂƚŝŽŶ͕ƉĂLJƌŽůůĞŶƚƌLJ͕ŝŶǀĞŶƚŽƌLJ͕ƐŚŝƉƉŝŶŐ͕ĂŶĚ ĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͘
DƵůƚŝ'ĞŶ/ŶĐŽƌƉŽƌĂƚĞĚͮ^ Ă Ŷ : Ž Ɛ Ğ ͕
DƐ͘,ĂƌƚŵĂŶƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĂĐĐŽƵŶƚƐƉĂLJĂďůĞƐĂŶĚƌĞĐĞŝǀĂďůĞƐ͕ĂƐƐŝƐƚŝŶŐŝŶŵŽŶƚŚ ĞŶĚ'ĞŶĞƌĂů>ĞĚŐĞƌƌĞĐŽŶĐŝůŝĂƚŝŽŶĂŶĚǁĂƐĂůƐŽƚŚĞďĂĐŬƵƉƌĞĐĞƉƚŝŽŶŝƐƚ͘ ŝWƵĐĐŝŽ͛Ɛ/ƚĂůŝĂŶZĞƐƚĂƵƌĂŶƚͮ^ Ă Ŷ : Ž Ɛ Ğ ͕ DƐ͘,ĂƌƚŵĂŶĞdžĞĐƵƚĞĚŵƵůƚŝƉůĞƚĂƐŬƐƐƵĐŚĂƐŚŝƌŝŶŐĂŶĚƚƌĂŝŶŝŶŐ͕ƐĐŚĞĚƵůŝŶŐ͕ŽƌĚĞƌŝŶŐŽĨĨŽŽĚ͕ ƐƵƉƉůŝĞƐĂŶĚŝŶǀĞŶƚŽƌLJ͕ŵĂŶĂŐŝŶŐƐƚĂĨĨ͕ĂŶĚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͘
ATTACHMENT A
Item 8.2
Mountain House Page 178 of 278
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ĂĐŚĞůŽƌŽĨƌƚƐĞŐƌĞĞ͕^ŽĐŝŽůŽŐLJ
ĂůŝĨŽƌŶŝĂ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕DŽŶƚĞƌĞLJĂLJ
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WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ
DƐ͘DĂƌƚŝŶƐ ƐĞƌǀĞƐĂƐĂƉĞƌŵŝƚƚĞĐŚŶŝĐŝĂŶĨŽƌ^'ŽŶƐƵůƚĂŶƚƐ͘dŚƌŽƵŐŚŚĞƌĞdžƉĞƌŝĞŶĐĞ͕ƐŚĞ ŚĂƐĚĞǀĞůŽƉĞĚĞdžĐĞůůĞŶƚ ŵƵůƚŝƚĂƐŬŝŶŐ ĐĂƉĂďŝůŝƚŝĞƐ͕ŽƌŐĂŶŝnjĂƚŝŽŶĂůƐŬŝůůƐ͕ĂŶĚŝŶƚĞƌƉĞƌƐŽŶĂůƐŬŝůůƐ͘ ^ŚĞĞdžĐĞůƐĂƚǁŽƌŬŝŶŐŝŶĚĞƉĞŶĚĞŶƚůLJĂŶĚŚĂƐĂŬŶĂĐŬĨŽƌƵŶĚĞƌƐƚĂŶĚŝŶŐĂŶĚŝŵƉůĞŵĞŶƚŝŶŐ ƉŽůŝĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ͘ DƐ͘DĂƌƚŝŶƐƵƚŝůŝnjĞƐƚŚĞƐĞƐŬŝůůƐ ŝŶƉĞƌĨŽƌŵŝŶŐďƵŝůĚŝŶŐĐŽƵŶƚĞƌ ƐĞƌǀŝĐĞƐʹ ŝŶĐůƵĚŝŶŐĂƐƐŝƐƚŝŶŐĂƉƉůŝĐĂŶƚƐ͕ŝƐƐƵŝŶŐƉĞƌŵŝƚƐ͕ƉƌŽĐĞƐƐŝŶŐƉůĂŶƐĂŶĚĚŽĐƵŵĞŶƚƐ͕ ĐĂůĐƵůĂƚŝŶŐĨĞĞƐ͕ ĂŶĚƉĞƌĨŽƌŵŝŶŐĚĂƚĂĞŶƚƌLJ͘
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ƐĂ^'WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶ͕DƐ͘DĂƌƚŝŶƐ ƐĞƌǀĞƐĂƐŽŶĞŽĨƚŚĞĨŝƌƐƚƉŽŝŶƚƐ ŽĨĐŽŶƚĂĐƚĨŽƌƚŚĞ ƉƵďůŝĐĂŶĚƚŚĞŝƌƉĞƌŵŝƚƚŝŶŐŶĞĞĚƐ ŝŶƚŚĞŝƚLJŽĨ>ŽƐĂŶŽƐ͘^ŚĞŽĨĨĞƌƐĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐ͕ ƌĞǀŝĞǁƐĂŶĚĂĐĐĞƉƚƐďƵŝůĚŝŶŐƉĞƌŵŝƚĂƉƉůŝĐĂƚŝŽŶƐ͕ƉƌŽĐĞƐƐĞƐƉĞƌŵŝƚƐ͕ĂŶĚǁŽƌŬƐĚŝƌĞĐƚůLJǁŝƚŚ ŽƚŚĞƌĚĞƉĂƌƚŵĞŶƚƐǁŝƚŚŝŶƚŚĞŝƚLJ͘^ŚĞƉƌŽǀŝĚĞƐďŽƚŚŽƌŐĂŶŝnjĂƚŝŽŶĂůĂŶĚƚĞĐŚŶŝĐĂůƐƵƉƉŽƌƚƚŽ ƚŚĞƵŝůĚŝŶŐKĨĨŝĐŝĂůĂŶĚƚŽĂůůƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚƐƚĂĨĨ͘ĚĚŝƚŝŽŶĂůůLJ͕DƐ͘DĂƌƚŝŶƐƉƌĞƉĂƌĞƐ ŵŽŶƚŚůLJƌĞƉŽƌƚƐƚŽ ƚŚĞ ĂƐƐĞƐƐŽƌ͛Ɛ ŽĨĨŝĐĞĂŶĚŽƚŚĞƌĞŶƚŝƚŝĞƐ͘WƌĞǀŝŽƵƐůLJ͕ƐŚĞĂůƐŽƉƌŽǀŝĚĞĚƚŚĞƐĞ WĞƌŵŝƚdĞĐŚŶŝĐŝĂŶƐĞƌǀŝĐĞƐƚŽƚŚĞŝƚLJŽĨEĞǁŵĂŶ͘
WĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞ ͮŝƚLJŽĨ>ŽƐĂŶŽƐ͕͘
ƐĂWĞƌŵŝƚdĞĐŚdƌĂŝŶĞĞ͕DƐ͘DĂƌƚŝŶƐǁŽƌŬĞĚĚŝƌĞĐƚůLJƵŶĚĞƌƚŚĞƐƵƉĞƌǀŝƐŝŽŶŽĨĂWĞƌŵŝƚ dĞĐŚŶŝĐŝĂŶ͘ ,ĞƌƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐŝŶĐůƵĚĞĚĂƐƐŝƐƚŝŶŐƚŚĞƵŝůĚŝŶŐĞƉĂƌƚŵĞŶƚƐƚĂĨĨ͕ĐĂůĐƵůĂƚŝŶŐ ĨĞĞƐ͕ŝƐƐƵŝŶŐ ŽǀĞƌƚŚĞĐŽƵŶƚĞƌƉĞƌŵŝƚƐ͕ƌŽƵƚŝŶŐ ƉůĂŶƐĂŶĚŽƚŚĞƌĐůĞƌŝĐĂůƚĂƐŬƐ͘ ^'/ŶƚĞƌŶ ͮ^'EĞǁŵĂŶ KĨĨŝĐĞ͕
ƐĂ^'/ŶƚĞƌŶ͕DƐ͘DĂƌƚŝŶƐǁĂƐƌĞƐƉŽŶƐŝďůĞĨŽƌƐĐĂŶŶŝŶŐĂŶĚŽƌŐĂŶŝnjŝŶŐůĂƌŐĞďůƵĞƉƌŝŶƚƐĂŶĚ ĚŽĐƵŵĞŶƚƐ͘ĚĚŝƚŝŽŶĂůůLJ͕ƐŚĞƉƌŽǀŝĚĞĚĞdžĐĞůůĞŶƚĐƵƐƚŽŵĞƌƚŽĂůů ^' ĐůŝĞŶƚƐďŽƚŚŝŶƉĞƌƐŽŶĂŶĚ ŽŶƚŚĞƉŚŽŶĞ͘
ATTACHMENT A
Item 8.2
Mountain House Page 179 of 278
WWW.CSGENGR.COM
888.794.2016
C E N T R A L C O A S T
• Paso Robles •
S O U T H E R N C A L I F O R N I A
• Orange •
OFFICES
THROUGHOUT
CALIFORNIA
SAN FRANCISCO BAY AREA
• Foster City • San Jose • Pleasanton •
S A C R A M E N T O R E G I O N
• Sacramento •
C E N T R A L V A L L E Y
• Newman • Fresno •
ATTACHMENT A
Item 8.2
Mountain House Page 180 of 278
CONTRACT ID # A-2324-44
11 EXHIBIT B
COMPENSATION SCHEDULE & REIMBURSABLE EXPENSES
1) Compensation Schedule.
2) Reimbursable Expenses.
Reimbursable expenses for Consultants working for MHCSD shall follow the guidelines outlined below. An invoice and receipts, outlining travel expenses, shall be submitted to MHCSD 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
ATTACHMENT A
Item 8.2
Mountain House Page 181 of 278
CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT CSG Consultants - Fee Schedule
SETUP PHASE
CSG’s rates and not-to-exceed cost for work to be performed during the setup phase are as follows:
PERSONNEL EST. HOURS HOURLY RATE TOTAL COST
Building Official 80 $170 $13,600
Project Manager 80 $150 $12,000
IT Support 80 $150 $12,000
Permit Technician ϯϱ $95 $3,ϯϮϱ
TOTAL NOT-TO-EXCEED $4Ϭ͕ϬϬϬ
CSG’S STANDARD HOURLY/PERCENTAGE RATES
CSG’s standard rates for proposed services are provided below:
PERSONNEL / REVIEW TYPE ALL INCLUSIVE FEE / HOURLY RATE Building Department and Building Plan Review Services by Percentage Full Building Plan Review by Percentage 65% of Agency’s Building Plan Check Fees Structural Only Plan Review by Percentage 50% of Agency’s Building Plan Check Fees Expedited Plan Review by Percentage 95% of Agency’s Building Plan Check Fees Minimum Per Plan Review (Except for Residential Solar) $250 Building Permit Services 65% of Agency’s Building Permit Fees Building Plan Review Services (Hourly Rates)
Building Plan Review $135
Building Plan Review – Structural Engineer $170
P/M/E Plan Review – Certified Plans Examiner $135
P/M/E Plan Review – Professional Engineer $150
Building Grading Plan Review $170
CASp Plan Review/Consultation $160
Residential Rooftop-Mounted Solar Energy Systems 1-Hour Minimum Residential Energy Storage Systems (ESS) 1-Hour Minimum Expedited Plan Review/Overtime (Hourly) 1.5 x Hourly Rate Holidays and Weekends 2.0 x Hourly Rate
Building Department Services
Permit Technician (On-Site) $95
Senior Permit Technician (On-Site) $110
CASp Inspection $160
Building Inspector $110
Combination Building Inspector $135
Deputy Building Official $150
Building Official $170
Building Department Special Projects $150
Administration/Plan Processing $80
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ATTACHMENT A
Item 8.2
Mountain House Page 182 of 278
CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT Fire Prevention Services
Fire Marshal $175
Fire Plan Review and Inspection $145
Fire Protection Engineer $250
Planning Services
Planning Technician $110
Assistant Planner $130
Associate Planner $145
Senior Planner $165
Principal Planner $180
Planning Manager $205
Planning Director $220
Assistant Environmental Planner $135
Associate Environmental Planner $155
Senior Environmental Planner $170
Environmental Director $205
Sustainability Programs Analyst $140
Sustainability Programs Manager $190
Principal-in-Charge $225
Code Enforcement Services
Code Enforcement Manager $205
Senior Code Enforcement Officer $155
Code Enforcement Officer II $130
Code Enforcement Officer I $105
FEE SCHEDULE TERMS & CONDITIONS
x Plan review is based on a percentage of the agency’s plan check fees and includes the initial plan review and two subsequent reviews. Additional reviews, deferred submittals, revisions, and RFIs will be charged at the appropriate hourly rate below.
x RFIs for large developments will be performed at an hourly rate, and turnaround times will be agreed upon in advance with the agency.
x Depending on project size and scope, CSG’s percentage-based expedited plan review rate may be adjusted if mutually agreed upon between the Agency and CSG.
x All hourly rates include overhead costs including but not limited to salaries, benefits, workers’ compensation insurance, local travel, and miscellaneous office expenses. x Should the scope of work change or circumstances develop which necessitate special handling, CSG will notify the Agency prior to proceeding.
x Overtime services and services provided outside of normal business hours will be billed at 1.5x the applicable hourly rate.
x Hourly rates for publicly funded projects will be based on current prevailing wage rates. x On July 1 of each year following the contract start year, CSG will initiate an hourly rate increase based on change in CPI for the applicable region.
x CSG will mail/email an invoice every month for services rendered during the previous month. Unless otherwise agreed, payment terms are 30 days from receipt of invoice. x This fee proposal is valid for a period of 90 days from date of submittal.
ATTACHMENT A
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CSG CONSULTANTS - FEE SCHEDULE MOUNTAIN HOUSE COMMUNITY SERVICES DISTRICT x If plans are not submitted electronically, CSG will coordinate the pickup and return of all plans to CSG via CSG staff or a licensed courier service.
x Administration/Plan Processing fees are incurred for specific additional services requested by the agency beyond the normally provided CSG administrative services which typically include coordinating the pick-up and return of plans; performing scanning, collating, and tracking; and providing plan review status updates to the agency. Cost for additional services will be negotiated based on the type of request with a minimum fee based on 0.5 hours of service per project. Hourly rates for publicly funded projects will be based on current prevailing wage rates. x Building Department Special Projects may include developing and establishing the following: building department workflows and relationships with other agency departments, building permit code requirements, inspector and permit technician responsibilities, criteria for over-the-counter plan review and out-to-plan check projects, transmittals and routing processes, Building Department handouts for different project types; and may include other duties as assigned by the Agency.
x Building Grading Plan Review - This review is limited to on-site general grading and drainage within the boundary of the proposed site and the disturbed area. The review is within the scope of the building permit and excludes any off-site reviews or analysis outside the area covered by the building permit and the plan check submittal. x For hourly projects only, performance of plan review services utilizing the agency’s adopted plan review software (e.g., ProjectDox or Bluebeam Studios) to, for example, markup plans with corrections and redlines and/or coordinate with other internal agencies, may involve additional time being added to the plan review time at the associated plan review rate.
OFFICE-SPACE ACKNOWLEDGEMENT
CSG acknowledges that the City will provide office space and support services for normal office operations between 8:00 a.m. and 5:00 p.m. on each City workday at no additional charge. We acknowledge the District’s terms for an Office Space agreement, which entails CSG operating out of the Mountain House Town Hall free of charge.
ATTACHMENT A
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$150
ATTACHMENT A
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CONTRACT ID # A-2324-44
12 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
contractors 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 contractors 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 MHCSD 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
ATTACHMENT A
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CONTRACT ID # A-2324-44
13 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: Mountain House Community Services District, its Board of Directors, and all MHCSD 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 MHCSD, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by MHCSD, 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 MHCSD.
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 MHCSD, evidencing that all required insurance coverage is in effect. MHCSD reserves the rights to require the Consultant to provide complete, certified copies of all required insurance policies. f) Subcontractors. Consultant shall include all subcontractors as an insured (covered party) under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors 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,
ATTACHMENT A
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CONTRACT ID # A-2324-44
14 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 MHCSD 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 MHCSD. Acceptance of Consultant’s insurance by MHCSD 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 MHCSD for the self-insured retentions and deductibles before beginning any of Work called for by any term of this Agreement. At the option of MHCSD, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects MHCSD, its officers, employees, and volunteers; or the Consultant shall provide a financial guarantee satisfactory to MHCSD 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 contractor 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 the consultant, its employees, agents, and subcontractors.
4) Remedies. In addition to any other remedies MHCSD may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, MHCSD may, at its sole option exercise any of the following remedies, which are alternatives to other remedies MHCSD 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.
ATTACHMENT A
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ATTACHMENT B
RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE APPROVING A BUDGET APPROPRIATION IN THE AMOUNT OF $620,000 FOR SERVICES PROVIDED BY CSG CONSULTANTS, INC. AND AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. 1 TO AGREEMENT A-2324-44 TO INCREASE THE CONTRACT AMOUNT BY $1,200,000
WHEREAS, the City of Mountain House (“City”) entered into Agreement A-2324-44 with CSG Consultants, Inc. for building and safety services in the not-to-exceed amount of $4,240,000; and WHEREAS, following incorporation, the City has experienced increased development activity and additional responsibilities that have resulted in higher-than-anticipated demand for building and safety services; and
WHEREAS, to close Fiscal Year 2024-2025, the Builders Fund (Account No. 104-1420-6599) requires a supplemental appropriation of $620,000, supported by developer reimbursements and revenue, to cover costs for work performed during the fiscal year; and WHEREAS, an amendment to Agreement A-2324-44 is necessary to increase the total not-toexceed contract amount by $1,200,000 to support actual and anticipated service needs through the remainder of the agreement term; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mountain House as follows:
1. Approves a budget appropriation in the amount of $620,000 to the Builders Fund (Account No. 104-1420-6599) as shown in the “Adjustment, Additional Appropriation, Estimated Revenue, Transfer of Funds” form attached to this Resolution as Exhibit 1.
2. Authorizes the City Manager to execute Amendment No. 1 to Agreement A-2324-44 with CSG Consultants, Inc., increasing the total not-to-exceed contract amount by $1,200,000 for a revised total of $5,440,000 as shown in Exhibit 2.
3. Authorizes the City Manager to take all appropriate and necessary actions to carry out the intent of this resolution.
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CITY OF MOUNTAIN HOUSE
ADJUSTMENT, ADDITIONAL APPROPRIATION, ESTIMATED REVENUE, TRANSFER OF FUNDS Fiscal Year 2024-2025 Resolution Number 2025-XX
Appropriations: Amount
Fund Department Account Project Increase Decrease
101 1350 5100 $620,000.00
104 1420 6599 $620,000.00
TOTAL $ 620,000.00 620,000.00 $
Revenue: Amount
Fund Department Account Project Increase Decrease
TOTAL $ - $ -
REASON FOR REQUEST: REQUESTED BY:
REVIEWED BY:
Date ASD Director
APPROVED BY:
Date City Manager
CITY COUNCIL
I HEREBY CERTIFY that the above order was passed and adopted on xx/xx/xxxx by the following vote of the City Council, to wit:
MOTION:
AYES:
NOES:
ABSENT:
BY
CITY CLERK
Appropriation of Funding for Building
and Safety Division Services
Performed in Fiscal Year 2024-2025
To provide funding for development services performed in FY 2024-2025 Matthew Gutierrez
Date: 8/7/2025
EXHIBIT 1
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939733-1
1 FIRST AMENDMENT TO THE
CONSULTANT CONTRACT ID # A-2324-44
DATED JUNE 1, 2024 BETWEEN
THE CITY OF MOUNTAIN HOUSE
AND CSG CONSULTANTS
This First Amendment (“Amendment”) to the Consultant Contract ID #A-2324-44 dated June 1, 2024 (“Agreement”) is made and entered into on _________________by and between the City of Mountain House (“City”) and CSG Consultants (“Consultant”) (together “Parties”), and is effective as of the commencement date of this Amendment.
RECITALS
WHEREAS, on June 1, 2024, the Mountain House Community Services District (“MHCSD”) and Consultant entered into the Agreement.
WHEREAS, on July 1, 2024, MHSCD was incorporated as the City of Mountain House.
In accordance with San Joaquin County’s Local Agency Formation Commission Resolution 23- 1526 Section 13, the City is the successor to all contractual rights and obligations of MHCSD.
Therefore, the City shall complete its contractual obligations under the Agreement and enter into the Amendment.
WHEREAS, Section 3.1 of the Agreement provides Compensation.
WHEREAS, the Parties mutually desire to amend Section 3.1.
NOW THEREFORE, for good and valuable consideration, the sufficiency of which is hereby acknowledged, the Agreement is amended, effective ___________________, as follows:
“ 3.1 Compensation. MHCSD hereby agrees to pay Consultant a sum not to exceed five million, four hundred forty thousand dollars, ($5,440,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal for services to be performed and reimbursable costs incurred under this Agreement. MHCSD shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from MHCSD to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to MHCSD in the manner specified herein. Except as specifically authorized by MHCSD in writing, Consultant shall not bill MHCSD for duplicate services performed by more than one person.
Consultant and MHCSD acknowledge and agree that compensation paid by MHCSD to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. MHCSD therefore has no responsibility for such contributions beyond compensation required under this Agreement.”
EXHIBIT 2
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939733-1
2 Except as set forth above, every provision of the Agreement between the Parties shall remain in full force and effect.
IN WITNESS WHEREOF, the Parties hereto have caused this First Amendment to be executed as of ___________________.
CITY OF MOUNTAIN HOUSE CSG CONSULTANTS
By: _____________________________ By: _____________________________ Steven J. Pinkerton, City Manager Crickett Brinkman
Approved as to Form:
By: ___
John Bakker, City Attorney
EXHIBIT 2
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TITLE: Approval of Agreement with Joe Kriskovich for Human Resources and Risk Management Services
MEETING DATE: August 13, 2025
PREPARED BY: Sarah Ragsdale, Administrative Services Director
RECOMMENDATION
Staff recommends that the City Council approve an agreement with Joe Kriskovich for human resources and risk management consulting services, for a period beginning September 1, 2025 through June 30, 2030 in an amount not to exceed $968,517. The agreement also provides for two one-year extensions at the City’s discretion for a scope of work and price to be negotiated by the City Manager. Staff also recommends that the City Council authorize the City Manager to take all necessary and appropriate actions to carry out the intent of this recommendation.
BACKGROUND
The City’s human resources and risk management functions are assigned to the Administrative Services Department. Current staff includes one position assigned to human resources - the Human Resources Manager - and there is no position assigned specifically to risk management. As the City has grown, so has the activity in both areas. Staff anticipates that these functions will require expanded staffing in the future but in the meantime, contracting for additional support provides an opportunity to manage growth using a scaled approach while laying out a framework to meet current and future needs. Contracting also results in cost savings by not hiring additional employees at this time.
The City contracts for services for a variety of reasons. Contracting provides flexibility and scalability.
Contractors provide specialized skills that may be outside the expertise or capacity of staff. They can focus on specific tasks with time-sensitive deadlines. The City can quickly adjust resources based on current needs without the long-term commitment of full-time employees. Contracted services may provide cost savings compared to the ongoing costs for employees which consist of basic salaries plus approximately 60% for benefits, including health insurance, retirement, workers’ compensation, FICA and Medicare.
The City contracts for various services for the reasons listed above including:
• Fire and police protection
• Landscaping
• Planning and building inspection
• Operation of the water, sewer, and stormwater plants
• Preparation of planning documents, such as the Master Plan update, Municipal Services Review, and developers’ applications
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• Calculation of annexation fees and reimbursements to developers • Legal services
• Janitorial services
• Information technology support
• Engineering services related to utility capacity, traffic studies • Tree and sidewalk evaluations and maintenance
• Economic development consulting
Staff is now requesting approval for human resources and risk management services for the period September 1, 2025 through June 30, 2030 in order to develop policies and provide instruction to staff for future development. Human resources and risk management are crucial to the operation of the City. Human resources is responsible for attracting and retaining skilled employees, fostering professional development and a healthy work environment, and ensuring compliance with state and federal regulations and labor agreements. The purpose of risk management is to identify, assess, and mitigate threats to the City, which would include employment and general liability issues. Current staff could develop human resources and risk management policies and strategies for current and long-term growth and provide training to staff, but to do so would redirect resources away from other pressing responsibilities and delay completion of projects.
Staff prepared a Request for Proposals (RFP) combining the human resources and risk management functions. The services were combined because of the many overlapping causes and mitigation methods of employment issues and general liability risks. Risk management is typically part of the human resources departments of municipalities. The City will benefit from the services of a single vendor who will consider and address the interactions between human resources and potential general liability issues.
The scope of work as outlined in the RFP included the following:
Human Resouces Consulting:
• Assessing the City’s human resources needs, talents, and optimal placement of staff • Providing quality position descriptions and performance evaluations • Assisting with recruiting, training, retaining and promoting staff • Building a quality workplace environment, treating employees fairly and consistently • Evaluating the quality of fringe benefit packages provided to staff and monitoring the marketplace for other options that may be more cost-effective and beneficial to employees • Providing direction on human resource policies and practices, union negotiations, and legal requirements
• Overseeing human resources record-keeping systems
• Advising managers and supervisors on employee evaluations, discipline options and actions, and performance improvement plans that will provide employees with clarity on improving their performance
• Reviewing and updating the City’s Personnel Policies and Procedures as deemed necessary • Serving as a key contributor and participant in negotiations with the labor union Item 8.3
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Risk Management Consulting:
• Identifying the City’s insurable exposures and recommending professional methods to reduce, assume, or transfer the risk loss
• Assisting all City departments by reviewing policies and practices to provide direction on how to address and mitigate potential exposures
• Recommending any additional coverages that the City should obtain • Assisting in the preparation of applications, renewals, statements of values as required by the City’s insurer and in the preparation of cost estimates for the City’s annual budget • Developing a process for documenting damages to City property, ensuring removal of hazards, creating a procedure for assigning responsibilities to various departments, and collecting damages when possible
• Developing a course of safety training classes and working with the Human Resource Manager to ensure completion
• Topics include:
• Injury and illness prevention
• Comprehensive ergonomics
• New employee safety orientation
• Citywide driver and vehicle use safety
• Public works risk management
• Volunteer risk management
• Workplace violence prevention
• Special events risk management
• Reviewing and providing direction on certificates of insurance submitted by contractors, vendors, professionals, and participants in recreational activities and rentals • Serving as the City’s representative at meetings of the Municipal Pooling Authority • Reviewing insurance requirement in the City’s contract templates for appropriate levels of coverage and providing comments on vendors’ requests for changes to standard templates
• Participating in development of inventories of City assets by recommending information needed to ensure adequate insurance coverage
RFPs were distributed on June 4, 2025 with a due date of June 27, 2025. The RFP was sent to seven potential vendors and posted on our website and social media. An additional vendor submitted a bid.
Vendor Bid
CPS HR Consulting No response
Sloan Sakai Young & Wong LLP No response
Jacob Green & Associates No response
Connor & Gallagher OneSource No response
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Trupp No response
Thrive Consulting No response
Corban OneSource No response
ADP, Inc. Non-responsive; bid only on HR consulting
Joe Kriskovich $968,517
The City received two responses, one of which was unresponsive in that the vendor bid only on the human resources consulting portion of the work. The other response was submitted by Joe Kriskovich.
Mr. Kriskovich has provided consulting services including representing the City in labor negotiations, supporting and mentoring the Human Resources Manager, facilitating membership in the Municipal Pooling Authority, and serving as the Mountain House representative on its Board of Directors. Mr.
Kriskovich has many years of experience in both municipal and commercial settings. He is familiar with Mountain House staff, operations and processes and has been responsive to requests for direction and assistance. Finally, Mr. Kriskovich proposal for services was responsive to the scope listed in the RFP.
During fiscal year 2024/2025, the City contracted with Joe Kriskovich to provide assistance with a variety of tasks mostly related to the impacts of incorporation. The scope of services provided during fiscal year 2024/2025 included labor negotiations over the impacts of incorporation, investigating opportunities for employee health insurance and other benefits no longer provided by San Joaquin County, representing the City on the Board of Municipal Pooling Authority, and working to take advantage of programs that better meet the needs of a municipality. Initially the cost of these agreements were within the City Manager’s signature authority. When the need for services expanded, the cost for the proposed services would have exceeded the City Manager’s signature authority. As a result, at the February 12, 2025 City Council meeting, staff requested and the City Council approved an additional agreement. Ultimately the combined total of all agreements with Mr.
Kriskovich reached $185,000 for fiscal year 2024/2025.
In order to maintain necessary, continuous and consistent services, the City entered into a short-term agreement with Joe Kriskovich to cover the months of July and August. Mr. Kriskovich’s services were needed for several issues, such as union activities, ergonomic evaluations, various personnel issues, input for the implementation of an automated application program, and meetings with the risk management authority. The cost of that agreement is $41,667. When added to the cost of the requested proposal, the total of the two agreements through June 30, 2030 will be $1,010,184.
The cost for the proposed agreement ($968,517) plus the short-term agreement already approved ($41,667) is shown in the table below. The total of the two agreements through June 30, 2030 will be $1,010,184.
Contract Year Ending Human
Resources
Risk
Management
Miscellaneous
Costs Total
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06/30/2026 $144,000 $96,000 $ 10,000 $ 250,000
06/30/2027 138,000 111,600 10,000 259,600
06/30/2028 129,792 129,792 10,000 269,584
06/30/2029 72,000 72,000 10,000 154,000
06/30/2030 36,000 36,000 5,000 77,000
Totals $537,792 $ 472,392 $ 45,000 $ 1,010,184
DISCUSSION
In five nearby agencies (Cities of Lathrop, Oakley, Tracy, Brentwood, and Manteca), an average of $350,000 in total compensation (salaries plus benefits) is paid for Human Resources Directors. As is customary for most cities, the risk management function is assigned to the human resources department.
In the City of Manteca salary alone for its Human Resources Director is $215,000 and their Human Resources Manager and Risk Analyst positions are each paid $150,000. The City of Tracy’s Human Resources Director is paid a salary of $243,000. The salary for the Human Resource Manager of Mountain House is $187,679.
The following information shows a comparison of human resources and risk management costs for the cities of Patterson, Lathrop, and Mountain House with the proposed agreement included.
Patterson and Lathrop were used for this comparison because the cities have populations similar to Mountain House. The cost information for contracted services is based on the proposed agreement plus the previously approved agreement.
City Population HR &
Risk
FTEs
Total Comp Contract -
Year 1
Totals Cost per
Capita
Patterson 25,889 4.0 $ 831,072 $ 831,072 $32.13
Lathrop 47,031 5.4 1,119,048 1,119,048 28.99
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Mountain House 27,069 1.0 300,287 $250,000 550,287 20.33 As noted above in this report, current staff includes one position assigned to human resources - the Human Resources Manager - and there is no position assigned specifically to risk management. As the City has grown, so has the activity in both areas. Staff anticipates that these functions will require expanded staffing in the future but in the meantime, contracting for additional support provides an opportunity to manage growth using a scaled approach while laying out a framework to meet current and future needs, as shown in the per capita costs above. Taking advantage of services offered by with the proposed agreement could save the City $281,000 - $570,000 per year.
FISCAL IMPACT
As shown above, the average cost of these proposed services over the first three years (including the additional agreement for $441,667) is $260,000. The vendor is anticipating that the cost will decrease for the last two years to $154,000 and $77,000, respectively, due to the implementation of policies and practices developed during the first years of the agreement.
Sufficient funds are available in the recently adopted budget for fiscal year 2025/26 and funding will be requested in future budget proposals.
STRATEGIC PLAN
Approval of the agreement with Joe Kriskovich will help the City address the following mission statements:
• Human Resources: Manage recruitment and retention programs, assist employees with benefit and employment issues, provide opportunities for training, coordinate with risk management to minimize employment issues and litigation, and comply with professional standards and legal requirements.
• Risk Management: Manage City processes, policies, assets and infrastructure to minimize liability and loss.
CEQA
Not applicable.
ACTION FOLLOWING CITY COUNCIL APPROVAL
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City Manager will execute agreement with Joe Kriskovich for human resources and risk management consulting services.
ATTACHMENTS
A. Agreement with Joe Kriskovich for human resources and risk management consulting services Item 8.3
Mountain House Page 199 of 278
251 E MAIN STREET, MOUNTAIN HOUSE, CA 95391
(209) 831-2300 ● (209) 831-5610 FAX
CONSULTANT AGREEMENT
CONTRACT ID # A-2526-29
DATE: September 1, 2025
PARTIES: City of Mountain House: City of Mountain House 251 E. Main Street
Mountain House, CA 95391
CONSULTANT: Joseph Kriskovich
2171 Hillcrest Drive
Tracy, CA 95377
The Parties agree as follows:
1. Priority of Documents:
Each of the items listed below is hereby incorporated into this Agreement by this reference. In the event of an inconsistency in this Agreement, the inconsistency shall be resolved by giving precedence in the following order:
Α. Applicable Federal and State of California statutes and regulations, this Agreement and its exhibits.
B. Consultant’s Proposal dated June 20, 2025.
2. Terms of Services:
2.1 Scope of Services. Subject to the terms and conditions set forth in this Agreement, Consultant agrees to provide HR & Risk Management Services, as further described in Exhibit A, Scope of Service (the “Work”).
2.2 Term of Agreement. This Agreement shall commence on September 1, 2025 and continue until June 30, 2030. unless said Work is completed on a date prior thereto or unless terminated earlier as provided herein. Consultant shall complete the Work described in Exhibit A on or before that date, unless the term of the Agreement is otherwise terminated or extended, as provided for in Section 8. The time provided to
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CONTRACT ID # A-2526-29
2 Consultant to complete the services required by this Agreement shall not affect City of Mountain House’s right to terminate the Agreement, as referenced in Section 8.
2.3 Standard of Performance. Consultant shall perform all Work in a first-class manner in conformance with the standards of quality normally observed by a person practicing in Consultant’s profession.
2.4 Inspection. All Work performed and materials (if any) provided by Consultant shall be subject to inspection and approval by City of Mountain House.
2.5 Consultant’s Warranties and Guarantee. Consultant warrants to City of Mountain House that all materials and equipment furnished under this Agreement will be new unless City of Mountain House agrees otherwise in writing, and that all Work will be of good quality, free from faults and defects and in conformance with this Agreement. All Work not so conforming to these standards may be deemed defective by City of Mountain House. If required by City of Mountain House, the Consultant shall furnish to City of Mountain House satisfactory evidence as to the kind and quality of materials, equipment, and methods of installation by the Consultant or sub-Consultants.
Consultant shall guarantee the Work to be free of defects in material and workmanship for a period of one (1) year following City of Mountain House’s acceptance of the Work (“Consultant’s Guarantee”). As part of Consultant’s Guarantee, Consultant agrees to make, at Consultant’s sole cost and expense, all repairs or replacements made necessary by defects in material or workmanship which become evident within the one-year guarantee period.
2.6 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City of Mountain House, in its sole discretion and at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of Mountain House of such desire of City of Mountain House, reassign such person or persons.
2.7 Time is of the Essence. The parties agree time is of the essence. Consultant shall devote such time to the performance of the Work as may be reasonably necessary to timely finish the Work, meet the standard of performance provided in Section 2.3 above, and satisfy Consultant’s obligations hereunder.
2.8 Public Works Requirements. Because the Work described in Exhibit A constitutes a public works within the definition of Section 1720(a)(1) of the Labor Code, Consultant is required to comply with the provisions of the Labor Code applicable to public works projects, as further described in Exhibit D. Consultant shall waive, indemnify, hold harmless, and defend City of Mountain House concerning any liability arising out of Labor Code Section 1720 et seq.
3. Terms of Payment.
3.1 Compensation. City of Mountain House hereby agrees to pay Consultant a sum not to exceed nine hundred sixty-eight thousand five hundred eighteen dollars, ($968,518.00) notwithstanding any contrary indications that may be contained in Consultant’s proposal Item 8.3
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CONTRACT ID # A-2526-29
3 for services to be performed and reimbursable costs incurred under this Agreement. City of Mountain House shall pay Consultant for services rendered pursuant to this Agreement at the time and in the manner set forth herein. The payments specified below shall be the only payments from City of Mountain House to Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City of Mountain House in the manner specified herein. Except as specifically authorized by City of Mountain House in writing, Consultant shall not bill City of Mountain House for duplicate services performed by more than one person.
Consultant and City of Mountain House acknowledge and agree that compensation paid by City of Mountain House to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required hereunder, including salaries and benefits of employees and sub-Consultants of Consultant. Consequently, the parties further agree that compensation hereunder is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and sub-Consultants may be eligible. City of Mountain House therefore has no responsibility for such contributions beyond compensation required under this Agreement.
3.2 Invoices. Consultant shall submit invoices not more often than once a month during the term of this Agreement based on the cost for services performed and reimbursable costs incurred prior to the invoice date via e-mail to [email protected]. Invoices delivered to any other e-mail address will be deemed undelivered and not paid.
Invoices shall contain the following information:
a. Contract ID number;
b. Federal Tax Payer Identification Number;
c. The beginning and ending dates of the billing period; d. A task summary containing the original contract amount, the amount of prior billings, the total due this period, the balance available under the Agreement, and the percentage of completion;
e. At City of Mountain House’s option, for each Work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the Work, the hours spent by each person, a brief description of the Work, and each reimbursable expense;
f. The total number of hours of Work performed under the Agreement by Consultant and each employee, agent, and sub-Consultant of Consultant performing services hereunder; and
g. The Consultant’s signature.
3.3 Monthly Payment. City of Mountain House shall make monthly payments, based on invoices received, for services satisfactorily performed and for authorized reimbursable Item 8.3
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4 costs incurred. City of Mountain House shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.
3.4 Final Payment; Retention Payment. If all services required have been satisfactorily performed, City of Mountain House shall pay the last five percent (5%) of the total sum due pursuant to this Agreement within sixty (60) days after completion and acceptance of the Work, or other applicable event under law, and submittal to City of Mountain House of a final invoice.
3.5 Total Payment.
a. City of Mountain House shall pay for the Work performed by Consultant pursuant to this Agreement. City of Mountain House shall make no payment for any extra, further, or additional service pursuant to this Agreement. b. In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entire Agreement unless the Agreement is modified prior to the submission of such an invoice by a properly executed change order or amendment. c. City of Mountain House shall not pay any invoice or otherwise provide compensation to Consultant in excess of the maximum amount of compensation provided herein unless the Agreement is modified prior to the performance of such Work or services. d. City of Mountain House shall not pay any invoice or otherwise provide compensation to Consultant for Work or services performed after the expiration or termination of this Agreement unless the Agreement is modified prior to the performance of such Work or services.
3.6 Hourly Rate/Fees. Unless the services provided are for a lump sum or flat fee, fees for Work performed by Consultant on an hourly basis shall not exceed the amounts shown on the compensation cost proposal attached hereto as Exhibit B and incorporated herein. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit B, the Agreement shall prevail.
3.7 Reimbursable Expenses. Reimbursable expenses are specified in Exhibit B.
Reimbursable expenses not listed in Exhibit B are not chargeable to City of Mountain House. Reimbursable expenses shall not include a mark-up and shall be billed as a direct costs. In no event shall expenses be advanced by City of Mountain House to the Consultant. Reimbursable expenses are included in the total amount of compensation provided under this Agreement that shall not be exceeded.
3.8 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any similar federal or state taxes.
3.9 Payment upon Termination. In the event that City of Mountain House or Consultant terminates this Agreement pursuant to Section 8, City of Mountain House shall compensate the Consultant for all outstanding costs and reimbursable expenses incurred for Work satisfactorily completed as of the date of written notice of termination.
Item 8.3
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5 Consultant shall maintain adequate logs and timesheets to verify costs incurred to that date.
3.10 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.
4. Consultant’s Status:
4.1 Independent Consultant. In the performance of the Work, duties, and other obligations imposed by this Agreement, the Consultant is at all times acting as an Independent Consultant practicing his or her profession and not as an employee of City of Mountain House. Consultant shall perform the Work in accordance with currently approved methods and standards of practice in the Consultant’s professional specialty. A copy of Consultant’s current business license shall be provided to City of Mountain House. The Consultant shall not have any claim under this Agreement or otherwise against City of Mountain House for vacation, sick leave, retirement benefits, social security or worker’s compensation benefits. The Consultant shall be responsible for federal and state payroll taxes such as social security and unemployment. San Joaquin County will issue a form 1099 at year-end on behalf of City of Mountain House for fees earned.
4.2 Consultant Not an Agent. Except as City of Mountain House may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City of Mountain House in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City of Mountain House to any obligation whatsoever.
4.3 Non-Exclusive Rights. This Agreement does not grant to Consultant any exclusive privileges or rights to provide services to City of Mountain House. Consultant may contract with other agencies, private companies, or individuals for similar services.
5. Legal Requirements.
5.1 Compliance. Consultant shall comply with all Federal, State and local laws, regulations and requirements necessary for performance of the Work. Consultant shall comply with all laws applicable to wages and hours of employment, occupational safety, and to fire safety, health and sanitation.
5.2 Licenses and Permits. Consultant represents and warrants to City of Mountain House that Consultant and its employees, agents, and any sub-Consultants have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required for the performance of the Work. Consultant represents and warrants to City of Mountain House that Consultant and its employees, agents, and any sub-Consultants shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to perform the Work.
5.3 Conflict of Interest Statement. Consultant covenants that Consultant, its officers or employees or their immediate family, presently has no interest, including, but not limited to, other projects or independent contracts, and shall not acquire any such interest, direct or indirect, which would conflict in any manner or degree with the performance of the Item 8.3
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6 Work. Consultant further covenants that in the performance of this Agreement no person having any such interest shall be employed or retained by Consultant under this Agreement. Consultant shall not hire City of Mountain House’s employees to perform any portion of the Work, including secretarial, clerical, and similar incidental services, except upon the written approval of City of Mountain House. Performance of the Work by associates or employees of Consultant shall not relieve Consultant from any responsibility under this Agreement.
5.4 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, marital status, sex, gender identity, or sexual orientation against any employee, applicant for employment, sub-Consultant, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant pursuant to this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.
5.5 Drug Free Workplace. Consultant shall comply with the provisions of Government Code Section 8350 et seq., otherwise known as the Drug-Free Workplace Act.
5.6 Form Law. The Laws of the State of California shall govern this Agreement. Venue is San Joaquin County. The provision of this paragraph shall survive expiration or other termination of this Agreement regardless of the cause of such termination.
5.7 Subcontracts. Consultant shall include the provisions of this Section 5 in any subcontract approved by the Contract Administrator or this Agreement.
6. Indemnification, Hold Harmless and Defense.
To the fullest extent permitted by law, Consultant shall indemnify, hold harmless and defend City of Mountain House, its directors, officers, employees, agents and authorized volunteers, and each of them, from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to City of Mountain House’s property, arising out of Consultant’s alleged negligence, or wrongful acts related to or in connection with Consultant’s performance of duties under the terms and conditions of this Agreement.
To the fullest extent permitted by law, City of Mountain House shall indemnify, hold harmless and defend the Consultant, its directors, officers, employees, agents and each of them (collectively referred to as “Consultant Indemnified Parties”) from and against any and all claims, demands, causes of action, damages, penalties, judgments, awards, decrees, costs, expenses, attorneys’ fees, losses or liabilities, in law or in equity, of every kind or nature, including but not limited to personal injury, bodily injury, wrongful death, and property damage including any damage to the Consultant’s property, arising out of City of Mountain House’s Item 8.3
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7 alleged negligence, or wrongful acts related to or in connection with City of Mountain House’s performance of duties under the terms and conditions of this Agreement.
Notwithstanding the forgoing, to the extent this Agreement is a “construction contract” as defined by Civil Code Section 2782, as may be amended from time to time, such duties of Consultant to indemnify shall not apply when to do so would be prohibited by Civil Code Section 2782.
7. Insurance.
Before beginning any Work under this Agreement, Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and amounts of insurance described in Exhibit C, incorporated herein, against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the Work hereunder by the Consultant and its agents, representatives, employees, and sub-Consultants. Consistent with the following provisions, Consultant shall provide proof satisfactory to City of Mountain House of such insurance that meets the requirements of Exhibit C and under forms of insurance satisfactory in all respects, and that such insurance is in effect prior to beginning Work to City of Mountain House. Consultant shall maintain the insurance policies required by Exhibit C throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s proposal. Consultant shall not allow any sub-Consultant to commence Work on any subcontract until Consultant has obtained all insurance required by Exhibit C for the sub-Consultant(s) and provided evidence that such insurance is in effect to City of Mountain House. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution.
8. Termination and Modification.
8.1 Termination. City of Mountain House may cancel this Agreement at any time and without cause upon written notification to Consultant. Consultant may cancel this Agreement upon sixty (60) days’ written notice to City of Mountain House and shall include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services performed to the effective date of termination; City of Mountain House, however, may condition payment of such compensation upon Consultant delivering to City of Mountain House any or all work product, including, but not limited to documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or City of Mountain House in connection with this Agreement.
8.2 Extension. City of Mountain House may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Section 2.2. Any such extension shall require a written amendment to this Agreement, as provided for herein. The City of Mountain House City Manager is hereby authorized to negotiate and execute such extension.
8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the parties.
Item 8.3
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8 8.4 Assignment and Subcontracting. City of Mountain House and Consultant recognize and agree that this Agreement contemplates performance of specialized services by Consultant and is based upon a determination of Consultant’s unique competence, experience, and specialized knowledge. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator.
Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the sub-Consultants noted in the proposal, without prior written approval of the Contract Administrator. Any such assignment, transfer, delegation or subcontract without the prior written consent shall be considered null and void.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City of Mountain House and Consultant shall survive the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City of Mountain House’s remedies shall include, but not be limited to, the following:
a. Immediately terminate the Agreement;
b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different Consultant to complete the Work described in Exhibit A not finished by Consultant; or
d. Charge Consultant the difference between the cost to complete the Work described in Exhibit A that is unfinished at the time of breach and the amount that City of Mountain House would have paid Consultant pursuant to Section 3 if Consultant had completed the Work.
9. Miscellaneous.
9.1 Contract Administrator. The Consultant Administrator shall be designated, and may be changed, by the City of Mountain House City Manager in writing.
9.2 Notices. Any notice required to be given pursuant to the terms and provisions hereof shall be in writing and shall be effected by personal delivery or by first class mail, registered or certified, postage prepaid, return receipt requested. Unless otherwise designated by either party in writing, such notices shall be mailed as shown on the first page of this Agreement.
9.3 Non-Liability of Officials, Employees and Agents. No officer, official, employee or agent of City of Mountain House shall be personally liable to Consultant in the event of any default or breach by City of Mountain House or for any amount that may become due to Consultant pursuant to this Agreement.
9.4 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provisions of this Agreement, the prevailing Item 8.3
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9 party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which such party may be entitled.
9.5 Documents. All drawings, specifications, documents and other memoranda or writings relating to the Work hereunder, shall remain or become the property of City of Mountain House upon termination of this Agreement, whether executed by or for the Consultant for City of Mountain House, or otherwise, by or for the Consultant, or by or for a subConsultant operating under the Consultant’s supervision, or direction, and all such documents and copies thereof shall be returned or transmitted to City of Mountain House forthwith upon termination or completion of the Work under this Agreement. Prior to termination Consultant shall deliver to City of Mountain House any such records upon request.
9.6 Force Majeure. It is agreed that neither party shall be responsible for delays in delivery or acceptance of delivery or failure to perform when such delay or failure is attributable to Acts of God, war, strikes, riots, lockouts, accidents, rules or regulations of any governmental agencies or other matters or conditions beyond the control of either the seller/Consultant or the purchaser.
9.7 Waiver. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any other covenant or provision hereof, and no waiver shall be valid unless in writing and executed by the waiving party. An extension of time for performance of any obligation or act shall not be deemed an extension of the time for performance of any other obligation or act, and no extension shall be valid unless in writing and executed by the waiving party.
9.8 No Third Party Beneficiaries. Nothing contained in this Agreement is intended to or shall be deemed to confer upon any person, other than the parties, any rights or remedies hereunder.
9.9 Headings. The headings of the sections and exhibits of this Agreement are inserted for convenience only. They do not constitute part of this Agreement and are not to be used in its construction.
9.10 Entire Agreement and Modification. This Agreement supersedes all previous Agreements either oral or in writing and constitutes the entire understanding of the parties hereto. No changes, amendments or alterations shall be effective unless in writing and signed by both parties.
9.11 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. *Signatures on following page*
Item 8.3
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10 IN WITNESS WHEREOF, City of Mountain House and Consultant have executed this Agreement on the day and year first written above.
Joseph Kriskovich City of Mountain House
State of California
By: ____________________________
Joseph Kriskovich
By: ___________________________
Steven J. Pinkerton
City Manager
Date: _________________________ Date: _________________________ Approved as to Form:
By: ___________________________
John Bakker
City Attorney
Item 8.3
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11 EXHIBIT A
SCOPE OF SERVICES
[Attached]
Item 8.3
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