AGENDA
Wednesday, November 12, 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
MOMENT OF SILENCE
CALL TO ORDER AND ROLL CALL
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
Presentation from the Board of Supervisors for the County's 175th Anniversary Celebration
A Proclamation proclaiming November 2025 as Sikh Awareness and Appreciation Month
1. 2.
3. 4.
5. 6.
6.1 6.2
Youth Action Committee Update
Lammersville Unified School District Update
Presentation on the Public Safety, and Monthly Report from Rank Security and Mountain House Police Services provided by San Joaquin County Sheriff’s Office, and Mountain House Fire Department and Emergency Medical Services (EMS) presented by French Camp Fire Department Public Safety Report from Rank Security Page 5
Police Services Public Safety Report Page 7
Mountain House Fire Department Page 11
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.
Approval of the Minutes of October 22, 2025 Page 20
Monthly financial statements for June – September 2025 Page 27 List of Recent Contracts under the City Manager Page 47
CITY COUNCIL POLICY AND ACTION ITEMS
Public Hearing for Red-Light Camera Enforcement Program Page 49 Recommendation:
Staff recommends that the City Council adopt a resolution to:
Make the requisite finding pursuant to California Vehicle Code Section 21455.6(a), consistent with Senate Bill (SB) 720, that an automated red-light photo enforcement system is recommended to enhance traffic safety within the City of Mountain House.
1. Approve initiation of a Red-Light Camera Enforcement Program, identifying potential camera locations.
2. Approve filing of Notice of Exemption No. NOE-PW 04-25 under the California Environmental Quality Act (CEQA) for the Red-Light Camera Enforcement Program.
3. Authorize the City Manager, or designee, to take all appropriate and necessary actions to carry out the purpose and intent of this resolution.
4. Public Hearing to Affirm the Intent to Close Three Existing At-Grade Rail Crossings and Construct Two New At-Grade Crossings Consistent with
6.3 6.4
6.5 6.5.1
6.5.2 6.5.3
7. 7.1
7.2 7.3
8. 8.1
8.2 City Council Meeting Agenda Wednesday, November 12, 2025 Mountain House Page 2 of 160
California Public Utilities Commission Applications A.25-05-002 and A.25-05- 003
Recommendation:
Staff recommends that the City Council conduct a public hearing to receive public comment and adopt a resolution to affirm the City’s intent to:
Close the existing at-grade rail crossings at Kelso Road, Henderson Road, and Wicklund Road.
1. Construct new at-grade rail crossings at Great Valley Parkway and Mountain House Parkway.
2. Reaffirm the City of Mountain House’s direction to seek approval from the California Public Utilities Commission (CPUC) consistent with Applications A.25-05-002 and A.25-05-003.
3. Authorize the City Manager, or designee, to take all actions necessary to implement the intent of this resolution.
4. Appointment to the San Joaquin County Mosquito and Vector Control District Board of Trustees
Recommendation:
Appoint Linda Selvidge to the San Joaquin County Mosquito and Vector Control District Board of Trustees for a four-year term ending December 31, 2029.
Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 Page 78 Recommendation:
Receive and file the Strategic Plan progress update for fiscal years 2025/2026 through 2026/2027.
Amendment to City Council Policies & Procedures Regarding Vice Mayor Appointment
Recommendation:
That the City Council discuss the recommendation from Mayor Su and consider adopting a Resolution amending Section 2.6 of the City Council Policies & Procedures to establish a structured rotation system for the Vice Mayor position.
CITY COUNCIL DISCUSSION ITEMS
Traffic and Transportation Project Update Page 133
City Manager’s Update Page 143
FUTURE AGENDA ITEMS
Report of Future Agenda Items and Long-Range Calendar Page 159
COUNCIL COMMENTS
8.3 8.4
8.5 9.
9.1 9.2
10. 10.1
11. City Council Meeting Agenda Wednesday, November 12, 2025 Mountain House Page 3 of 160
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 November 7, 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.
12. 13.
14. City Council Meeting Agenda Wednesday, November 12, 2025 Mountain House Page 4 of 160
Public Safety
Staff Report
TITLE: Public Safety Report
MEETING DATE: November 12, 2025
PREPARED BY: Anthony De Frenchi, Captain
SUBJECT: Update on Recent Incidents and Initiatives
RECOMMENDATION:
RANK recommends that the City Council receive this report on recent security incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
This report provides an update on key security activities within the city of Mountain House. Our security officers have either discovered or dispatched to 557 specific incidents. In addition to those duties, we continue to provide security duties to Mountain House facilities and villages. All of this is in addition to supporting Mountain House Police Services in non-law enforcement activities and the Mountain House Fire Department. Security Officers have been actively involved in assisting the Recreation Department with event management, to include site visits and traffic control.
ANALYSIS:
Officer Activity Log
Specific Incident Documentation (SID): 557
• (N/R - Not Reported)
SID October 2025 October 2024
Suspicious Person 3 5
Suspicious Vehicle 3 8
Assist Another Agency 2 1
Illegal Lodging 4 1
Alarm Calls 5 N/R
Fire Calls 2 N/R
Driving Under The Influence 1 0
Town Hall Checks 37 24
Item 6.5.1
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2 Traffic Hazard 3 1
Collision Unknown Injury 2 0
Assist with School Crossing 33 19
Disable Vehicle 3 0
Security checks 390 481
Noise Disturbance 1 3
Park Restroom Checks 68 16
PUBLIC SAFETY INITIATIVES:
Community Outreach:
Public Safety Security meets with all Public Safety Team members (Police, Fire, Community Preservation) and the Recreation Department. We participated in a Coffee with a Cop and Halloween Safety Stroll.
Public Safety officers are stationed at various schools during morning arrival and afternoon dismissal times. They monitor vehicle traffic and help ensure the safety of pedestrians traveling to and from school.
PU
Item 6.5.1
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Public Safety
Staff Report
TITLE: Police Services Public Safety Report
MEETING DATE: November 12, 2025
PREPARED BY: Lieutenant A. Izaguirre
SUBJECT: Police Services Update on Recent Incidents and Initiatives RECOMMENDATION:
Police Services recommends that the City Council receive this report on recent Police Services incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
This report provides an update on key Mountain House Police Services activities.
ANALYSIS:
October 2025 September 2025
Police Services Incidents 1013 863
Property Crimes 18 18
Violent Crimes 1 0
Other Assaults 4 4
Traffic Stops 134 113
Traffic Citations 134 185
Stop Signs 23
Parking Citations 9 16
Vehicle Accidents 12 15
Drunk Driving 1 1
Outside Agency 17 13
Arrest 5 6
Reports Taken 263
Item 6.5.2
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2 Equipment and Facility Updates
• New Equipment: e-Citation software training has been completed, and the Motor Division will began using the system soon. The system is currently being finalized before rollout to additional users.
• Vehicles are currently being outfitted, and the purchase of the in-car radios has been submitted, awaiting processing and delivery.
PUBLIC SAFETY INITIATIVES:
Community Outreach:
• Deputies attended numerous community events this past month with no reportable issues.
Prevention Programs:
• In the process of identifying dates for another Traffic enforcement operation and Pedestrian Safety Operation as well.
PUBLIC SAFETY INITIATIVES:
ATTACHMENTS:
Item 6.5.2
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FOR OFFICIAL USE ONLY
The items contained are only the information known at the time of the entry and are subject to change at any circumstance. 1 of 1
CALLS FOR SERVICE October 1
st, 2025 – October 31st, 2025
CALLS FOR SERVICE OCT
2025
SEP
2025
OCT
2024
2025
YTD
UCR Part 1 19 19 14 143
Violent Crime 1 0 1 6
Homicide 0 0 0 0
Forcible Rape 0 0 0 0
Robbery 0 0 1 1
Aggravated Assault 1 0 0 5
Property Crime 18 19 13 137
Burglary 1 1 0 21
Larceny Theft 14 15 10 94
Motor Vehicle Theft 3 3 2 22
Arson 0 0 1 0
UCR Part 2 112 104 114 1050
Other Assaults 5 4 8 57
Forgery 0 0 0 0
Fraud 13 7 5 54
Embezzlement 0 0 0 0
Stolen Property 1 0 0 1
Vandalism 5 5 4 41
Weapons 0 0 1 10
Prostitution / VICE 1 0 0 2
Sex Offense 0 2 2 15
Drug 0 0 0 2
Gambling 0 0 0 0
Family / Children 1 0 0 8
DUI 1 0 2 11
Liquor Laws 0 0 0 0
Drunkenness 0 1 0 6
Disorderly Conduct 8 16 14 140
Vagrancy 42 36 41 362
All Other Offenses 31 25 34 289
Suspicion 0 0 0 0
Curfew & Loitering 2 3 4 35
Runaways 2 5 1 17
Mentally Disturbed 2 5 3 32
Alarms 50 33 60 499
Warrant 0 0 0 5
Traffic 123 134 173 1628
Assist Other Agency 17 13 20 159
Investigative Activity 113 95 92 812
Pursuit 0 0 0 0
Miscellaneous 261 317 250 2772
TOTAL 1013 863 981 9152
SAN JOAQUIN COUNTY SHERIFF’S OFFICE
RESEARCH & INTELLIGENCE DIVISION
CITY COUNCIL - MOUNTAIN HOUSE
122
111
122
111
131
117
112 112
119
115
123
131
100
110
120
130
140
UCR PART 1 & 2 CFS BY MONTH: 2025
Monthly Count
SELF-INITIATED ACTIVITIES
(SIA)
OCT
2025
SEP
2025
OCT
2024
2025
YTD
Area Check 256 114 226 1547
Field Interviews 0 0 1 6
Subject Stop 0 0 1 1
Traffic Stop 60 29 25 451
TOTAL 316 178 253 2005
TRAFFIC
RELATED
OCT
2025
SEP
2025
OCT
2024
2025
YTD
Traffic Stops – No Cite 60 28 29 416
Traffic Cites 74 85 154 1092
Citations – No Bicycle Helmet 0 0 2 4
Parking Cites 9 24 9 221
Citations – Stop Requirements 23 39 21 356
Vehicle Accidents 12 15 15 129
Towing 4 5 3 34
2 2
4 1
4 3
6 11
5 7
7 6
24 12
11 5
10 12
6 4
9 6
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
ARRESTS 2024 2025
Item 6.5.2
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FOR OFFICIAL USE ONLY
The items contained are only the information known at the time of the entry and are subject to change at any circumstance. 1 of 1
CALLS FOR SERVICE October 1st, 2025 –October 31st, 2025
CALLS FOR SERVICE OCT
2024
OCT
2025 OCT 5 YR AVERAGE 2025 (YTD)
UCR Part 1 14 19 12.6 143
Violent Crime 1 1 0.8 6
Homicide 0 0 0 0
Forcible Rape 0 0 0 0
Robbery 1 0 0.4 1
Aggravated Assault 0 1 0.4 5
Property Crime 13 18 11.8 137
Burglary 0 1 0.4 21
Larceny Theft 10 14 10.2 94
Motor Vehicle Theft 2 3 1 22
Arson 1 0 0.2 0
UCR Part 2 114 112 106.8 1050
Other Assaults 8 5 6.2 57
Forgery 0 0 0 0
Fraud 5 13 6.8 54
Embezzlement 0 0 0 0
Stolen Property 0 1 0.2 1
Vandalism 4 5 3.2 41
Weapons 1 0 0.6 10
Prostitution / VICE 0 1 0.2 2
Sex Offense 2 0 0.6 15
Drug 0 0 0.8 2
Gambling 0 0 0 0
Family / Children 0 1 0.6 8
DUI 2 1 0.6 11
Liquor Laws 0 0 0 0
Drunkenness 0 0 0.2 6
Disorderly Conduct 14 8 12.8 140
Vagrancy 41 42 37.2 362
All Other Offenses 34 31 32.2 289
Suspicion 0 0 0 0
Curfew & Loitering 4 2 3.2 35
Runaways 1 2 1.4 17
Mentally Disturbed 3 2 3.2 32
Alarms 60 50 65 499
Warrant 0 0 0.6 5
Traffic 173 123 28 1628
Assist Other Agency 20 17 27.6 159
Investigative Activity 92 113 44.2 812
Pursuit 0 0 0 0
Miscellaneous 250 261 211.6 2772
TOTAL 981 1013 900.4 9152
SAN JOAQUIN COUNTY SHERIFF’S OFFICE
RESEARCH & INTELLIGENCE DIVISION
MAC MEETING - MOUNTAIN HOUSE
122
111
122
111
131
117 112 112 119 115 123 131
0 50
100
150
Nov-24
Dec-24
Jan-25
Feb-25
Mar-25
Apr-25
May-25
Jun-25
Jul-25
Aug-25
Sep-25
Oct-25
UCR PART 1 & 2 CFS BY MONTH: 2025
Monthly Count 5-year average
SELF-INITIATED ACTIVITIES (SIA)
OCT-2024 OCT-2025
Area Check 226 256
Field Interviews 1 0
Subject Stop 1 0
Traffic Stop 25 60
TOTAL 253 316
TRAFFIC RELATED – OCT 2025
Traffic Stop – No Cites 60
Traffic Cites 74
Citations - No Bicycle Helmet 0
Parking Citations 9
Citations – Stop Requirements 23
Vehicle Accidents 12
Towing 4
140
126
131
27 117
171
205
96 92
167
76 115
103
146
139
196
127
121
108
139
172
156
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
ARRESTS & CITATIONS BY MONTH
2024 2025
Item 6.5.2
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Public Safety
Staff Report
ITLE: Mountain House Fire Department
MEETING DATE: November 12, 2025
PREPARED BY: Marty Cornilsen, Fire Chief
SUBJECT: Public Safety Report
RECOMMENDATION:
Fire recommends that the City Council receive this report on recent Fire Department incidents, emergency responses, and department activities.
EXECUTIVE SUMMARY:
In the month of October, the Mountain House Fire Department successfully completed a fourweek Fire Academy 25-1 for four of our new firefighters, providing them with essential training and hands-on skills to prepare for service within our community. The month also included a badge pinning ceremony to honor our newest team members and Moose our K-9 support dog.
We also proudly celebrated the promotion of Frank Bettencourt to Fire Engineer, acknowledging his dedication, professionalism, and continued commitment to excellence.
ANALYSIS:
Incident Reports
• Total Incidents: October 96 (includes on attachment A) Recruitment
• New Hires: Three new Firefighter Candidates will begin a 4 week enter-department Fire Academy 25-2 starting on November 17 – December 11.
Equipment and Facility Updates
Equipment: All Department Units are in service.
• Facility Improvements: Back patio paver project completed. (See photo attached) Item 6.5.3
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2 PUBLIC SAFETY INITIATIVES:
Community Outreach:
• As part of Fire Prevention Month, the Mountain House Fire Department would like to remind our community about the importance of candle safety in every home. Never leave burning candles unattended or place them where they can be easily reached by children or pets. Always keep candles at least 12 inches away from anything that can burn, such as curtains, decorations, or paper. Use sturdy candle holders that won’t tip over, and be sure to blow out candles before leaving a room or going to sleep. A few simple precautions can prevent a tragedy.
In addition, October also marked the 10th year of our annual Pancake Breakfast, which once again proved to be a tremendous success, bringing together families, friends, and supporters in celebration of community and fire safety. Stay safe, Mountain House Fire Department!
PUBLIC SAFETY INITIATIVES:
ATTACHMENTS:
A. Mountain House Fire Statistics
B. Photos: Recruitment Academy 25-1, Badge Pinning and Promotion Ceremony, Pancake Breakfast, Community Dawali Ceremonies, Community Halloween City Hall.
Item 6.5.3
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3 ATTACHMENT B:
Item 6.5.3
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4 Item 6.5.3
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5 Item 6.5.3
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6 Item 6.5.3
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Mountain House Fire Department
Incident Type October 2025 September 2025 October 2024
Emergency Medical Services (EMS) 59 55 44
EMS
62%
Fires
5%
Traffic Accident
2%
Service Call
9%
Mutual Aid
3%
False Alarm
19%
Water Rescue
0%
EMS Fires Traffic Accident Service Call
Mutual Aid False Alarm Water Rescue
October 2025
Item 6.5.3
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Mountain House Fire Department
Fires 5 5 4
Service Calls 9 6 7
False Alarms 18 17 24
Mutual Aid Responses 3 7 0
Traffic Collisions 2 8 5
Water Rescues 0 0 0
Overlapping Incidents* 4 12 3
Total Incidents 96 98 84
* Overlapping Incidents are calls that occurred at the same time, requiring multiple crews to respond to different emergencies simultaneously.
October 2025 September 2025 October 2024
Total Calls – 96 Totals Calls- 98 Total Calls - 84
EMS – 59 EMS - 55 EMS - 44
Fires -5 Fires - 5 Fires - 4
Service Calls – 9 Service Calls - 6 Service Calls - 7
False Alarms – 18 False Alarms - 17 False Alarms - 24
Mutual Aid – 3 Mutual Aid - 7 Mutual Aid - 0
Traffic Accident – 2 Traffic Accidents – 8 Traffic Accident - 5 Water Rescue – 0 Water Rescue – 0 Water Rescue - 0
Overlapping Calls – 4 Overlapping Calls – 12 Overlapping Calls - 3 Turnout Times
Fire & Special OPS
90th Percentile - Fastest Units:
00:02:05
90th Percentile - All Units:
00:02:06
EMS
90th Percentile - Fastest Units:
00:02:11
90th Percentile - All Units:
00:02:12
Item 6.5.3
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Mountain House Fire Department
Hot Spots
Response Time Compliance – October 2025
82% under compliance response time of 429 seconds
Response Time Compliance – September 2025
82% under compliance response time of 429 seconds
Response Time Compliance – October 2024
80% under compliance response time of 429 seconds
October 2025 Training Hours – 392 / September 2025 – 360 /October 2024 - 446 Training consists of EMS, Fire Suppression (structural & wildland), auto extrication, officer development and technical rescue.
EMS
38%
FIRE
38%
TECH RESCUE
7%
OFFICER
DEVELOPMEN
T
EMS FIRE TECH RESCUE OFFICER DEVELOPMENT
Training Hours
Item 6.5.3
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CITY COUNCIL
MINUTES
Wednesday, October 22, 2025
1. CALL TO ORDER AND ROLL CALL
Mayor Su called the meeting to order at 7:01.
Roll Call found Council Members Disko, Green, Harrison, Tingle, and Mayor Su present.
2. MOMENT OF SILENCE
Mayor Su held a moment of silence.
3. PLEDGE OF ALLEGIANCE
Council Member Green led the pledge of allegiance.
4. APPROVAL OF AGENDA
Motion: Council Member Green
Second: Council Member Disko
It was moved/seconded by Green/Disko to approve the agenda with adjustments to the order of presentations and the remainder of the agenda as published by staff. Motion carried unanimously with Council Members Disko, Green, Harrison, Tingle, and Mayor Su in favor.
Vote: Carried
5. PUBLIC COMMENTS
Sirishakuruvada P Sanvites, resident, spoke regarding Central Valley Hansen Mountaineers and their traffic awareness campaign.
Nitu Singh, resident, spoke regarding the City's hiring practices.
Item 7.1
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Aaryan Singh, resident, spoke regarding the City's hiring practices.
Sehar Grewal, resident, spoke regarding the City's hiring practices.
6. RECOGNITION, ANNOUNCEMENTS, OR PRESENTATIONS
6.1 Recognition of the Outgoing Youth Action Committee Council Members Mayor Su called upon Vice Mayor Tingle to introduce the outgoing Youth Council Members of the Youth Action Committee who served from January 2024 through September 2025; Alekhya Khandrika, Abhiram Marru, and Arhanth Sarnikar.
6.2 Youth Action Committee Update
Vice Mayor Tingle introduced a Danika Hoa, a member of the Youth Action Council, who provided an overview of the October 14th meeting to the City Council.
6.3 Lammersville Unified School District Update
Stephanie Olsen, Board Clerk, 2025, and member of the Governing Board of the Lammersville Unfied School District report on the district to the City Council.
6.4 A Proclamation proclaiming September and October 2025 as “Hindu Festival Months”
Mayor Su and the City Council presented a proclamation proclaiming September and October 2025 as Hindu Festival Months, and presented the proclamation to members of Central Valley Hansen Mountaineers (CVHM), Sirisha Kuruvada - President CVHM, Rina Tej Singh - Vice President CVHM, Rekha Srinivas - Secretary CVHM, Reshmi Vaidyanathan - Treasurer CVHM, Pavan Nandyala - spokesperson CVHM, Nageswara Rao - Director CVHM.
6.5 Presentation on the Public Safety, and Monthly Report from Rank Security and Mountain House Police Services provided by San Joaquin County Sheriff’s Office, and Mountain House Fire Department and Emergency Medical Services (EMS) presented by French Camp Fire Department
6.5.1 RANK Public Safety Report
Anthony DeFrenchi, RANK Security, provided a presentation to the City Council on RANK's recent activities.
6.5.2 Police Services Public Safety Report
Lieutenant Armando Izaguirre, San Joaquin County Sheriff's Office, provided a presentation to the City Council.
Item 7.1
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6.5.3 Mountain House Fire Department
Captain Robert Sikma, Mountain House Fire Department, provided an update to the City Council.
7. CITY COUNCIL CONSENT ITEMS
Motion: Council Member Harrison
Second: Council Member Disko
It was moved/seconded by Harrison/Disko to adopt the Consent Calendar as recommended by staff. Motion carried unanimously with Council Members Disko, Green, Harrison, Tingle, and Mayor Su in favor.
Vote: Carried
7.1 Approval of Minutes of September 25, 2025
7.2 List of Recent Contracts approved under the City Manager spending authority
7.3 Adopt Two Resolutions Approving the Final Maps for Mountain House Neighborhood A, Unit No. 5 (Tract No. 3609) and Neighborhood B, Unit No. 1 (Tract No. 3610)
Motion: Council Member Harrison
Second: Council Member Disko
Adopted Resolutions:
1. 2025-63 For Tract No. 3609 (Mountain House Neighborhood A, Unit No. 5) – Approve the Final Map; authorize the City Manager to execute the associated Subdivision Improvement Agreements, accept on behalf of the public all offers of dedication where applicable, and authorize recordation of the Final Map.
2. 2025-64 For Tract No. 3610 (Mountain House Neighborhood B, Unit No. 1) – Approve the Final Map; authorize the City Manager to execute the associated Subdivision Improvement Agreement, accept on behalf of the public all offers of dedication where applicable, and authorize recordation of the Final Map.
and authorized the City Manager to take all appropriate and necessary actions to carry out the purpose and intent of the resolutions.
Vote: Carried
7.4 Adopt a Resolution Approving the Large Lot Final Map for Mountain House Neighborhood I (Tract No. 4287)
Motion: Council Member Harrison
Second: Council Member Disko
Item 7.1
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Adopt Resolution 2025-65 to:
1. Approve the Large Lot Final Map (Tract No. 4287) for Mountain House Neighborhood I; and
2. Accept on behalf of the public all offers of dedication where applicable, and authorize recordation the Large Lot Final Map (Tract No. 4287) for Mountain House Neighborhood I.
And authorized the City Manager to take all appropriate and necessary actions to carry out the purpose and intent of the resolution.
Vote: Carried
7.5 Adopt a Resolution Approving the Final Map for Mountain House Neighborhood H14 (Tract No. 4216) Motion: Council Member Harrison
Second: Council Member Disko
Adopted Resolution 2025-66 to:
1. Approve the Final Map for Mountain House Neighborhood H-14 (Tract No. 4216).
2. Authorize the City Manager to execute the associated Subdivision Improvement Agreements, accept on behalf of the public all offers of dedication where applicable, and authorize recordation of the Final Map;
Authorized the City Manager to take all appropriate and necessary actions to carry out the purpose and intent of the resolution.
Vote: Carried
7.6 Adopt a Resolution Approving the Final Map for Neighborhood B, Unit No. 11 – Phase 2 (Tract No. 4257)
Motion: Council Member Harrison
Second: Council Member Disko
Adopted Resolution 2025-67:
1. Approve the Final Map for Mountain House Neighborhood B, Unit No. 11 – Phase 2 (Tract No. 4257).
2. Acknowledge the existing Subdivision Improvement Agreement (SIA 2025-01) executed under the parent subdivision (Tract No. 3618), accept on behalf of the public all offers of dedication where applicable, and authorize recordation of the Final Map.
Authorized the City Manager to take all appropriate and necessary actions to carry out the purpose and intent of the resolution.
Vote: Carried
8. CITY COUNCIL POLICY AND ACTION ITEMS
8.1 Authorize the City Manager to Execute Agreement A-2526-44 with the San Joaquin County Assessor‘s Office and Agreement A-2526-43 with Bruce Harris and Associates to Provide Geographic Information System Services Item 7.1
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Following the presentation of the staff report, Mayor Su opened the public comment period, there being no one wishing to speak it was closed.
It was moved/seconded by Green/Tingle to adopt the resolution. Roll call vote found Council Members Disko, Green, Harrison, Vice Mayor Tingle and Mayor Su in favor. Motion carried unanimously.
Motion: Council Member Green
Second: Vice Mayor Tingle
Adopted Resolution 2025-68 authorizing the City Manager to:
1. Execute Agreement A-2526-44 with the San Joaquin County Assessor for Geographic Information System services, through June 30, 2028, in an amount not-to-exceed $110,000, with an optional two-year extension through June 30, 2030, in an additional amount not to exceed $50,000, for a total contract amount of $160,000.
2. Execute Agreement A-2526-43 with Bruce Harris & Associates for Geographic Information System on-call services, through June 30, 2028, in an amount not-toexceed $120,000, with an optional two-year extension through June 30, 2030, in an additional amount not to exceed $80,000, for a total contract amount of $200,000.
3. Execute the agreements, including any minor revisions or non-substantive modifications made after City Council approval, provided such revisions are approved by the City Attorney and Risk Management.
4. Take all appropriate and necessary actions to carry out the purpose and intent of this resolution.
Vote: Carried (5 to 0)
8.2 Adopt a Resolution Approving Recommended Park Restroom Locations and Authorizing the Filing of Notice of Exemption No. NOE-PW 03-25 Following the presentation of the staff report, Mayor Su opened the public comment period. There being no one wishing to speak the public comment period was closed.
Motion: Council Member Harrison
Second: Vice Mayor Tingle
Adopt Resolution 2025-69:
1. Approve Option 1 as the recommended restroom locations at Wicklund, Bethany, Altamont, and Questa Neighborhood Parks, and authorize staff to make minor location adjustments during design if such refinements improve constructability, reduce costs, or better address site conditions (Options 2 or 3).
2. Approve Notice of Exemption No. NOE-PW 03-25 under the California Environmental Quality Act (CEQA) for the Neighborhood Park Restroom Facilities Project.
3. Authorize the City Manager to take all appropriate and necessary actions to carry out the Item 7.1
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purpose and intent of this resolution.
Vote: Carried (5 to 0)
8.3 Reschedule the Regular City Council Meeting of November 12, 2025 Following the presentation of the staff report, Mayor Su opened the public comment period, there being no one wishing to speak it was closed. Council left the meeting as scheduled for November 12, 2025.
9. CITY COUNCIL DISCUSSION ITEMS
9.1 Receive a Presentation and update on Economic Development Basics from Kosmont Kosmont presented a report to the City Council on Economic Development Basics
9.2 Receive a Presentation on Red Light Cameras
Koosun Kim, Public Works Director, presented a report to the City Council on Red Light Cameras.
9.3 Receive a Presentation on the Draft Environmental Impact Report for the Grant Line Road Roundabouts Project
Trevor Smith from TS Planning presented a report to the City Council on the Draft EIR for Grant Line Road Roundabout Project.
9.4 Receive a Presentation on Unmet Transit Needs Study Koosun Kim, Public Works Director, presented a report to the City Council on Unmet Transit needs.
9.5 Receive a Presentation on the Quarterly Aquifer Storage Update Karen Morgan, Utilities Manager, presented a report to the City Council on the quarterly aquifer storage update.
9.6 Receive a Presentation on the Fire Station Antennas Koosun Kim, Public Works Director, presented a report to the City Council on Fire Station Communication Towers.
9.7 Receive a Presentation on the City’s Responsibilities under the Housing Element Law
JB Anderson Contract Planner, present a presentation to the City Council related to responsibilities under Housing Element Law.
Item 7.1
Mountain House Page 25 of 160
9.8 City Manager’s Update
Steven J. Pinkerton, City Manager, presented 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 upcoming meetings to the City Council.
11. COUNCIL COMMENTS
Council Member Harrison reported on the Veteran's Day luncheon and the RSVPs.
Council Member Disko reported on the Chambers 5th Annual Block Party.
Council Member Green thanked staff and attendees.
Vice Mayor Tingle spoke regarding the It Takes A Village session on the general plan and felt it was productive and felt it would be good to see additional residents in attendance.
12. CITY ATTORNEY COMMENTS
None.
13. CITY MANAGER COMMENTS
None.
14. ADJOURNMENT
Mayor Su adjourned the meeting at 10:53 p.m. to November 12, 2025, at 7:00 pm.
Item 7.1
Mountain House Page 26 of 160
City of Mountain House
Monthly Financial Report
June 2025
Item 7.2
Mountain House Page 27 of 160
City of Mountain House
Pooled Cash Report
June 30, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 44,114,943
Fund 102 - TIF ADMIN FEES 1,326,080
Fund 103 - CFF ADMIN FEES 1,341,093
Total General Funds $ 46,782,116
Special Revenue Funds
Fund: 104 - BUILDERS 3,463,348
Total Special Revenue Funds 3,463,348
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 2,667,560
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY 1,247,616
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES 256,222 Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 863,679
Total Special Assessment Funds 5,035,076
Restricted Funds
Fund: 301 - TIF IMPACT FEES 11,621,601
Fund: 302 - CFF IMPACT FEES 30,309,431
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 223,171 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 781,536 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,839,388 Fund 310 - MEASURE K -
Fund 311 - GAS TAX 1,117,469
Fund 320 - AFFORDABLE HOUSING FEE 11,062,195
Fund 351 - CFD IMPROVEMENT AREA NO 1 50,000
Fund 352 - CFD IMPROVEMENT AREA NO 6 3,000
Fund 353 - CFD IMPROVEMENT AREA NO 7 3,000
Fund 354 - CFD IMPROVEMENT AREA NO 8 1,953
Fund 355 - CFD IMPROVEMENT AREA NO 9 26,983
Total Impact Fee Funds 57,039,728
Enterprise Funds
WATER OPERATIONS 5,695,693
WASTEWATER OPERATIONS 8,891,226
STORM OPERATIONS 7,775,098
Total Enterprise Funds 22,362,016
Developer Funds 6,539,826
Capital Projects Fund 13,079,331
$ 154,301,443
Item 7.2
Mountain House Page 28 of 160
Months to date 12
City of Mountain House % of year to date 100%
Budget Report as of June 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 15,175,057 - 15,175,057 3,057,890 125% Expense 11,163,289 9,591,289 5,616,357 21,969 5,638,326 3,952,963 59% 953,879 2,525,878 9,558,700 (21,969) 9,536,731 7,010,853 Fund: 102 - TIF ADMIN
Revenue 116,200 116,200 371,738 - 371,738 255,538 320%
Expense 205,000 205,000 29,223 641 29,864 175,136 15%
(88,800) (88,800) 342,515 (641) 341,874 430,674
Fund: 103 - CFF ADMIN
Revenue 139,400 139,400 441,122 - 441,122 301,722 316%
Expense 195,000 195,000 25,223 641 25,864 169,136 13%
(55,600) (55,600) 415,900 (641) 415,259 470,859
TOTAL GENERAL FUNDS
Revenue 12,372,768 12,372,767 15,987,917 - 15,987,917 3,615,150 129% Expense 11,563,289 9,991,289 5,670,802 23,251 5,694,053 4,297,235 57% 809,479 2,381,478 10,317,115 (23,251) 10,293,864 (682,085)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 6,216,583 5,026,492 5,591,776 - 5,591,776 565,284 111% Expense 5,602,649 7,214,258 5,591,674 - 5,591,674 1,622,585 78% 613,934 (2,187,766) 102 - 102 2,187,868
TOTAL SPECIAL REVENUE FUNDS
Revenue 6,216,583 5,026,492 5,591,776 - 5,591,776 565,284 1 Expense 5,602,649 7,214,258 5,591,674 - 5,591,674 1,622,585 1 613,934 (2,187,766) 102 - 102 (1,057,301)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 11,194,430 11,554,430 9,989,870 - 9,989,870 (1,564,560) 86% Expense 13,164,806 14,768,949 11,336,121 60,439 11,396,560 3,372,389 77% (1,970,376) (3,214,519) (1,346,252) (60,439) (1,406,691) 1,807,829 Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 9,461,014 9,461,014 8,592,186 - 8,592,186 (868,828) 91% Expense 9,461,014 9,461,014 8,592,186 3,288 8,595,474 865,540 91% - (0) - (3,288) (3,288) (3,288)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 4,845,940 4,845,940 3,809,717 - 3,809,717 (1,036,223) 79% Expense 4,845,940 4,845,940 3,809,678 27,918 3,837,596 1,008,344 79% - 0 39 (27,918) (27,878) (27,878)
Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 887,697 1,107,697 947,071 - 947,071 (160,626) 85% Expense 1,632,020 1,632,020 1,183,874 37,146 1,221,020 411,000 75% (744,323) (524,323) (236,802) (37,146) (273,949) 250,375
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 26,389,081 26,969,081 23,338,844 - 23,338,844 (3,630,237) 87% Expense 29,103,781 30,707,924 24,921,859 128,791 25,050,650 5,657,274 82% (2,714,700) (3,738,843) (1,583,015) (128,791) (1,711,806) 2,027,037
RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 4,092,400 4,092,400 12,809,240 - 12,809,240 8,716,840 313% Expense 3,992,400 3,992,400 12,857,958 - 12,857,958 (8,865,558) 322% 100,000 100,000 (48,717) - (48,717) (148,717)
Item 7.2
Mountain House Page 29 of 160
Months to date 12
City of Mountain House % of year to date 100%
Budget Report as of June 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 13,744,374 - 13,744,374 8,993,729 289% Expense 4,794,200 4,794,200 4,381,444 - 4,381,444 412,756 91% (43,555) (43,555) 9,362,931 - 9,362,931 9,406,486
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 48,699 - 48,699 7,699 119%
Expense 27,750 27,750 5,278 - 5,278 22,472 19%
13,250 13,250 43,421 - 43,421 30,171
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 92,162 - 92,162 32,162 154%
Expense 32,800 32,800 16,230 - 16,230 16,570 49%
27,200 27,200 75,933 - 75,933 48,733
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 451,765 - 451,765 81,765 122%
Expense 39,500 39,500 29,982 - 29,982 9,518 76%
330,500 330,500 421,783 - 421,783 91,283
Fund: 310 - MEASURE K
Revenue - 588,391 620,390 - 620,390 31,999 105%
Expense - 588,391 588,391 - 588,391 -
- - 31,999 - 31,999 31,999
Fund: 311 - GAS TAX
Revenue - 601,700 1,120,166 - 1,120,166 518,466 186%
Expense - - - - -
- 601,700 1,120,166 - 1,120,166 518,466
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 11,159,623 - 11,159,623 11,159,623
Expense - - - -
- - 11,159,623 - 11,159,623 11,159,623
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - - -
- - - - - -
TOTAL RESTRICTED FUNDS
Revenue 9,314,045 10,504,136 40,046,421 - 40,046,421 29,542,285 381% Expense 8,886,650 9,475,041 17,879,283 - 17,879,283 (8,404,242) 189% 427,395 1,029,095 22,167,138 - 22,167,138 21,138,043
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 7,102,976 7,102,976 6,627,598 - 3,796,226 - 53% Expense 7,102,976 8,010,804 9,502,620 51,481 2,164,488 668,471 27% - (907,828) (2,875,022) (51,481) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,580,000 1,580,000 1,580,000 - - - 0%
Expense 1,580,000 7,007,444 171,930 - 127,103 76,960 2% - (5,427,444) 1,408,070 - (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 5,745,535 5,745,535 5,926,614 - 2,923,286 - 51% Expense 5,705,535 5,745,535 5,257,146 - 2,811,933 - 49% 40,000 - 669,467 - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 4,696,797 - 2,757,134 -
Expense 40,000 - 3,538,310 - 1,626,360 -
(40,000) - 1,158,487 - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,001,709 4,001,709 4,453,481 - 4,453,481 451,772 111% Expense 2,996,823 3,516,123 4,548,979 89,641 4,638,620 (1,122,497) 132% 1,004,886 485,586 (95,498) (89,641) (185,139) (670,724) Fund: 522 - WASTEWATER CAPITAL PROJECTS
Item 7.2
Mountain House Page 30 of 160
Months to date 12
City of Mountain House % of year to date 100%
Budget Report as of June 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
Revenue - - -
Expense 434,035 12,137 - 12,137 421,898 3%
- (434,035) (12,137) - (12,137) 421,898
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,171,874 4,171,874 5,029,479 - 5,029,479 857,605 121% Expense 4,171,874 4,171,874 3,725,800 - 3,725,800 446,074 89% - - 1,303,679 - 1,303,679 1,303,679
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - 3,622,223 - 3,622,223 3,622,223
Expense - 2,823,233 - 2,823,233 (2,823,233)
- - 798,990 798,990 798,990
Fund: 541 - STORM OPERATIONS
Revenue 929,012 929,012 1,765,545 - 1,765,545 836,533 190% Expense 1,323,583 1,281,350 1,775,807 2,954 1,778,761 (497,411) 139% (394,571) (352,338) (10,262) (2,954) (13,216) 339,122
Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense 1,571,427 (212,943) - (212,943) 1,784,369 -14%
- (1,571,427) (212,943) - 212,943 1,784,369
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,465,196 1,465,196 1,567,196 - 1,567,196 102,000 107% Expense 1,465,196 1,465,196 1,319,044 - 1,319,044 146,152 90% - - 248,152 - 248,152 248,152
Fund: 544 - STORM DEBT SERVICE
Revenue - 1,277,056 - 1,277,056 1,277,056
Expense - 975,056 - 975,056 (975,056)
- - 302,000 302,000 302,000
TOTAL ENTERPRISE FUNDS
Revenue 24,996,302 24,996,302 36,545,988 - 27,191,627 7,147,189 109% Expense 24,385,987 33,203,788 33,437,119 144,076 21,789,593 (1,874,272) 66% 610,315 (8,207,486) 2,682,984 (144,076) 5,402,033 9,021,461
CAPITAL PROJECTS
Revenue 3,950,000 3,950,000 4,389,729 - 4,389,729 439,729 111% Expense 3,780,000 10,196,228 2,183,872 230,257 2,414,129 7,782,099 24% 170,000 (6,246,228) 2,205,858 (230,257) 1,975,601 8,221,828 83,238,779 83,818,778 125,900,676 - 116,546,314 37,679,401 139% 83,322,356 100,788,527 89,684,608 526,376 78,419,382 9,080,678 78% (83,577) (16,969,749) 36,216,068 (526,376) 38,126,932 46,760,079 Item 7.2
Mountain House Page 31 of 160
City of Mountain House
Monthly Financial Report
July 2025
Item 7.2
Mountain House Page 32 of 160
City of Mountain House
Pooled Cash Report
July 31, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 42,852,295
Fund 102 - TIF ADMIN FEES 1,348,157
Fund 103 - CFF ADMIN FEES 1,365,605
Total General Funds $ 45,566,057
Special Revenue Funds
Fund: 104 - BUILDERS 3,730,403
Total Special Revenue Funds 3,730,403
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 2,098,907
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY 902,726
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES 106,830 Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 834,101
Total Special Assessment Funds 3,942,564
Restricted Funds
Fund: 301 - TIF IMPACT FEES 12,138,953
Fund: 302 - CFF IMPACT FEES 31,082,121
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 225,119 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 788,691 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,855,109 Fund 310 - MEASURE K 31,999
Fund 311 - GAS TAX 1,120,166
Fund 320 - AFFORDABLE HOUSING FEE 11,215,849
Fund 351 - CFD IMPROVEMENT AREA NO 1 50,000
Fund 352 - CFD IMPROVEMENT AREA NO 6 (750)
Fund 353 - CFD IMPROVEMENT AREA NO 7 (750)
Fund 354 - CFD IMPROVEMENT AREA NO 8 (1,797)
Fund 355 - CFD IMPROVEMENT AREA NO 9 26,983
Total Impact Fee Funds 58,531,692
Enterprise Funds
WATER OPERATIONS 5,576,428
WASTEWATER OPERATIONS 8,906,200
STORM OPERATIONS 7,868,153
Total Enterprise Funds 22,350,781
Developer Funds 5,386,349
Capital Projects Fund 13,181,702
$ 152,689,549
Item 7.2
Mountain House Page 33 of 160
Months to date 1
City of Mountain House % of year to date 8%
Budget Report as of July 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 13,521,082 13,521,082 (282,563) - (282,563) (13,803,645) -2% Expense 14,434,332 14,434,332 945,995 652,897 1,598,892 12,835,440 11% (913,250) (913,250) (1,228,557) (652,897) (1,881,455) (968,205) Fund: 102 - TIF ADMIN
Revenue 187,704 187,704 (12,716) - (12,716) (200,420) -7% Expense 60,000 60,000 - 15,310 15,310 44,690 26%
127,704 127,704 (12,716) (15,310) (28,026) (155,730)
Fund: 103 - CFF ADMIN
Revenue 224,907 224,907 (7,010) - (7,010) (231,917) -3% Expense 50,000 50,000 - 7,310 7,310 42,690 15%
174,907 174,907 (7,010) (7,310) (14,320) (189,227)
TOTAL GENERAL FUNDS
Revenue 13,933,693 13,933,693 (302,289) - (302,289) (14,235,982) -2% Expense 14,544,332 14,544,332 945,995 675,517 1,621,512 12,922,820 11% (610,639) (610,639) (1,248,283) (675,517) (1,923,801) (27,158,802)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 4,852,385 4,852,385 182,700 - 182,700 (4,669,685) 4% Expense 4,250,685 4,250,685 - 1,670,000 1,670,000 2,580,685 39% 601,700 601,700 182,700 (1,670,000) (1,487,300) (2,089,000)
TOTAL SPECIAL REVENUE FUNDS
Revenue 4,852,385 4,852,385 182,700 - 182,700 (4,669,685) 0 Expense 4,250,685 4,250,685 - 1,670,000 1,670,000 2,580,685 0 601,700 601,700 182,700 (1,670,000) (1,487,300) (7,250,370)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 18,317,744 18,317,744 - - - (18,317,744) 0%
Expense 18,897,744 18,897,744 40,601 2,116,493 2,157,094 16,740,650 11% (580,000) (580,000) (40,601) (2,116,493) (2,157,094) (1,577,094) Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 10,324,226 10,324,226 - - - (10,324,226) 0%
Expense 10,324,226 10,324,226 42,666 5,097,408 5,140,074 5,184,152 50% - - (42,666) (5,097,408) (5,140,074) (5,140,074)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 6,100,402 6,100,402 - - (6,100,402) 0%
Expense 5,880,902 6,050,402 124,759 1,291,839 1,416,598 4,633,804 23% 219,500 50,000 (124,759) (1,291,839) (1,416,598) (1,466,598) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 2,203,412 2,203,412 - - - (2,203,412) 0%
Expense 2,332,412 2,332,412 (826) 188,005 187,179 2,145,233 8% (129,000) (129,000) 826 (188,005) (187,179) (58,179)
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 36,945,784 36,945,784 - - - (36,945,784) 0%
Expense 37,435,284 37,604,784 207,201 8,693,745 8,900,946 28,703,838 24% (489,500) (659,000) (207,201) (8,693,745) (8,900,946) (8,241,946)
RESTRICTED FUNDS
Fund: 301 - TRAFFIC IMPACT FEES
Revenue 6,169,000 6,169,000 (411,242) - (411,242) (6,580,242) -7% Expense 6,074,000 6,074,000 - - - 6,074,000 0%
95,000 95,000 (411,242) - (411,242) (506,242)
Item 7.2
Mountain House Page 34 of 160
Months to date 1
City of Mountain House % of year to date 8%
Budget Report as of July 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 7,371,949 7,371,949 (227,300) - (227,300) (7,599,249) -3% Expense 13,954,033 13,954,033 - - - 13,954,033 0%
(6,582,084) (6,582,084) (227,300) - (227,300) 6,354,784 Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 - - - (41,000) 0%
Expense 27,800 27,800 - 38,361 38,361 (10,561) 138%
13,200 13,200 - (38,361) (38,361) (51,561)
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 - - - (60,000) 0%
Expense 32,900 32,900 - 14,491 14,491 18,409 44%
27,100 27,100 - (14,491) (14,491) (41,591)
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 - - - (370,000) 0%
Expense 190,000 190,000 - 56,790 56,790 133,210 30%
180,000 180,000 - (56,790) (56,790) (236,790)
Fund: 310 - MEASURE K
Revenue 600,000 600,000 - - - (600,000) 0%
Expense 600,000 600,000 - - - 600,000
- - - - - -
Fund: 311 - GAS TAX
Revenue 107,300 107,300 - (107,300) 0%
Expense - - - -
107,300 107,300 - - - (107,300)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 56,225 56,225 56,225
Expense - - - -
- - 56,225 - 56,225 56,225
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - - -
- - - - - -
TOTAL RESTRICTED FUNDS
Revenue 14,719,249 14,719,249 (582,317) - (582,317) (15,301,566) -4% Expense 20,878,733 20,878,733 - 109,643 109,643 20,769,090 1% (6,159,484) (6,159,484) (582,317) (109,643) (691,960) 5,467,524
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 8,054,975 8,054,975 (662,808) - 3,796,226 - 47% Expense 8,054,975 8,854,975 245,455 1,852,075 2,164,488 668,471 24% - (800,000) (908,263) (1,852,075) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,600,000 1,600,000 - - - - 0%
Expense 1,600,000 800,000 - - 127,103 76,960 16%
- 800,000 - - (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 6,338,452 6,338,452 (639,426) - 2,923,286 - 46% Expense 6,283,452 6,283,452 - - 2,811,933 - 45%
55,000 55,000 (639,426) - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 -
Expense 55,000 55,000 1,626,360 -
(55,000) (55,000) - - 1,130,774 -
Fund: 521 - WASTEWATER OPERATIONS
Revenue 4,171,729 4,171,729 (447,070) - (447,070) (4,618,799) -11% Expense 4,105,046 4,105,046 219,773 1,425,243 1,645,016 2,460,030 40% 66,683 66,683 (666,843) (1,425,243) (2,092,086) (2,158,769) Fund: 522 - WASTEWATER CAPITAL PROJECTS
Item 7.2
Mountain House Page 35 of 160
Months to date 1
City of Mountain House % of year to date 8%
Budget Report as of July 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 - - - #DIV/0!
- - - - - -
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,849,286 4,849,286 (486,435) - (486,435) (5,335,721) -10% Expense 4,841,286 4,841,286 - - - 4,841,286 0%
8,000 8,000 (486,435) - (486,435) (494,435)
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
Fund: 541 - STORM OPERATIONS
Revenue 1,046,074 1,046,074 (70,705) - (70,705) (1,116,779) -7% Expense 1,099,528 1,099,528 14,237 125,096 139,332 960,196 13% (53,454) (53,454) (84,942) (125,096) (210,038) (156,584) Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense - - - #DIV/0!
- - - - - -
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,668,520 1,668,520 (169,918) - (169,918) (1,838,438) -10% Expense 1,645,520 1,645,520 - - - 1,645,520 0%
23,000 23,000 (169,918) - (169,918) (192,918)
Fund: 544 - STORM DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
TOTAL ENTERPRISE FUNDS
Revenue 27,729,036 27,729,036 (2,476,363) - 8,302,517 (12,909,738) 30% Expense 27,700,807 27,700,807 479,464 3,402,414 8,514,233 10,668,462 31% 28,229 28,229 (2,955,827) (3,402,414) (211,716) (23,578,200)
CAPITAL PROJECTS
Revenue 7,175,444 7,175,444 - - - (7,175,444) 0%
Expense 7,175,444 7,175,444 - 1,709,706 1,709,706 5,465,738 24% - - - (1,709,706) (1,709,706) (1,709,706)
105,355,591 105,355,591 (3,178,269) - 7,600,612 (91,238,199) 7% 111,985,285 112,154,785 1,632,660 16,261,024 22,526,039 81,110,634 20% (6,629,694) (6,799,194) (4,810,929) (16,261,024) (14,925,428) (10,127,565) Item 7.2
Mountain House Page 36 of 160
City of Mountain House
Monthly Financial Report
August 2025
Item 7.2
Mountain House Page 37 of 160
City of Mountain House
Pooled Cash Report
August 31, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 42,304,498
Fund 102 - TIF ADMIN FEES 1,363,529
Fund 103 - CFF ADMIN FEES 1,374,515
Total General Funds $ 45,042,542
Special Revenue Funds
Fund: 104 - BUILDERS 1,227,388
Total Special Revenue Funds 1,227,388
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 1,494,454
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY (528,725)
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (203,106) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 808,511
Total Special Assessment Funds 1,571,134
Restricted Funds
Fund: 301 - TIF IMPACT FEES 12,671,575
Fund: 302 - CFF IMPACT FEES 31,406,381
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 222,387 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 787,056 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,849,243 Fund 310 - MEASURE K 31,999
Fund 311 - GAS TAX 1,120,166
Fund 320 - AFFORDABLE HOUSING FEE 11,245,961
Fund 351 - CFD IMPROVEMENT AREA NO 1 50,000
Fund 352 - CFD IMPROVEMENT AREA NO 6 3,000
Fund 353 - CFD IMPROVEMENT AREA NO 7 3,000
Fund 354 - CFD IMPROVEMENT AREA NO 8 1,953
Fund 355 - CFD IMPROVEMENT AREA NO 9 26,983
Total Impact Fee Funds 59,419,704
Enterprise Funds
WATER OPERATIONS 4,841,621
WASTEWATER OPERATIONS 8,535,461
STORM OPERATIONS 7,783,754
Total Enterprise Funds 21,160,836
Developer Funds 3,618,669
Capital Projects Fund 13,027,637
$ 145,067,909
Item 7.2
Mountain House Page 38 of 160
City of Mountain House Months to date 2
Budget Report as of August 31, 2025 % of year to date 17% 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 13,521,082 13,521,082 (141,292) - (141,292) (13,662,374) -1% Expense 14,434,332 14,434,332 1,126,075 1,045,796 2,171,872 12,262,460 15% (913,250) (913,250) (1,267,368) (1,045,796) (2,313,164) (1,399,914) Fund: 102 - TIF ADMIN
Revenue 187,704 187,704 3,756 - 3,756 (183,948) 2%
Expense 60,000 60,000 - 18,810 18,810 41,190 31%
127,704 127,704 3,756 (18,810) (15,054) (142,758)
Fund: 103 - CFF ADMIN
Revenue 224,907 224,907 3,000 - 3,000 (221,907) 1%
Expense 50,000 50,000 - 7,310 7,310 42,690 15%
174,907 174,907 3,000 (7,310) (4,310) (179,217)
TOTAL GENERAL FUNDS
Revenue 13,933,693 13,933,693 (134,536) - (134,536) (14,068,229) -1% Expense 14,544,332 14,544,332 1,126,075 1,071,916 2,197,992 12,346,340 15% (610,639) (610,639) (1,260,612) (1,071,916) (2,332,528) (26,414,570)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 4,852,385 4,852,385 273,967 - 273,967 (4,578,418) 6% Expense 4,250,685 4,250,685 7,290 1,662,710 1,670,000 2,580,685 39% 601,700 601,700 266,677 (1,662,710) (1,396,033) (1,997,733)
TOTAL SPECIAL REVENUE FUNDS
Revenue 4,852,385 4,852,385 273,967 - 273,967 (4,578,418) 0 Expense 4,250,685 4,250,685 7,290 1,662,710 1,670,000 2,580,685 0 601,700 601,700 266,677 (1,662,710) (1,396,033) (7,159,103)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 18,317,744 18,317,744 - - - (18,317,744) 0%
Expense 18,897,744 18,897,744 517,078 2,031,866 2,548,944 16,348,800 13% (580,000) (580,000) (517,078) (2,031,866) (2,548,944) (1,968,944) Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 10,324,226 10,324,226 - - - (10,324,226) 0%
Expense 10,324,226 10,324,226 534,065 5,109,478 5,643,543 4,680,683 55% - - (534,065) (5,109,478) (5,643,543) (5,643,543)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 6,100,402 6,100,402 300 (46,316) (46,016) (6,146,418) -1% Expense 5,880,902 6,050,402 261,610 1,176,372 1,437,981 4,612,421 24% 219,500 50,000 (261,310) (1,176,372) (1,483,998) (1,533,998) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 2,203,412 2,203,412 - - - (2,203,412) 0%
Expense 2,332,412 2,332,412 24,765 188,005 212,770 2,119,642 9% (129,000) (129,000) (24,765) (188,005) (212,770) (83,770)
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 36,945,784 36,945,784 300 (46,316) (46,016) (36,991,800) 0% Expense 37,435,284 37,604,784 1,337,518 8,505,721 9,843,238 27,761,546 26% (489,500) (659,000) (1,337,218) (8,552,037) (9,889,255) (9,230,255)
RESTRICTED FUNDS
Fund: 300 - RTIF
Revenue 31,086 - 31,086 31,086
Expense - - - -
- - 31,086 - 31,086 31,086
Item 7.2
Mountain House Page 39 of 160
City of Mountain House Months to date 2
Budget Report as of August 31, 2025 % of year to date 17% 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: 301 - TRAFFIC IMPACT FEES
Revenue 6,169,000 6,169,000 121,380 - 121,380 (6,047,620) 2% Expense 6,074,000 6,074,000 - - - 6,074,000 0%
95,000 95,000 121,380 - 121,380 26,380
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 7,371,949 7,371,949 96,960 - 96,960 (7,274,989) 1% Expense 13,954,033 13,954,033 - - - 13,954,033 0%
(6,582,084) (6,582,084) 96,960 - 96,960 6,679,044
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 - - - (41,000) 0%
Expense 27,800 27,800 2,732 35,629 38,361 (10,561) 138% 13,200 13,200 (2,732) (35,629) (38,361) (51,561)
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 - - - (60,000) 0%
Expense 32,900 32,900 777 13,714 14,491 18,409 44%
27,100 27,100 (777) (13,714) (14,491) (41,591)
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 - - - (370,000) 0%
Expense 190,000 190,000 4,251 52,539 56,790 133,210 30% 180,000 180,000 (4,251) (52,539) (56,790) (236,790)
Fund: 310 - MEASURE K
Revenue 600,000 600,000 - - - (600,000) 0%
Expense 600,000 600,000 - - - 600,000
- - - - - -
Fund: 311 - GAS TAX
Revenue 107,300 107,300 - (107,300) 0%
Expense - - - -
107,300 107,300 - - - (107,300)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 86,338 86,338 86,338
Expense - - - -
- - 86,338 - 86,338 86,338
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - - -
- - - - - -
TOTAL RESTRICTED FUNDS
Revenue 14,719,249 14,719,249 304,678 - 304,678 (14,414,571) 2% Expense 20,878,733 20,878,733 7,760 101,883 109,643 20,769,090 1% (6,159,484) (6,159,484) 296,918 (101,883) 195,035 6,354,519
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 8,054,975 8,054,975 (660,324) - 3,796,226 - 47% Expense 8,054,975 8,854,975 464,518 1,794,773 2,164,488 668,471 24% - (800,000) (1,124,842) (1,794,773) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,600,000 1,600,000 - - - - 0%
Expense 1,600,000 800,000 - - 127,103 76,960 16%
- 800,000 - - (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 6,338,452 6,338,452 (632,782) - 2,923,286 - 46% Expense 6,283,452 6,283,452 - 5,900 2,811,933 - 45%
55,000 55,000 (632,782) - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 -
Expense 55,000 55,000 1,626,360 -
(55,000) (55,000) - - 1,130,774 -
Item 7.2
Mountain House Page 40 of 160
City of Mountain House Months to date 2
Budget Report as of August 31, 2025 % of year to date 17% 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: 521 - WASTEWATER OPERATIONS
Revenue 4,171,729 4,171,729 (447,070) - (447,070) (4,618,799) -11% Expense 4,105,046 4,105,046 281,368 1,324,173 1,605,541 2,499,505 39% 66,683 66,683 (728,438) (1,324,173) (2,052,611) (2,119,294) Fund: 522 - WASTEWATER CAPITAL PROJECTS
Revenue - - -
Expense - - - #DIV/0!
- - - - - -
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,849,286 4,849,286 (486,435) - (486,435) (5,335,721) -10% Expense 4,841,286 4,841,286 - 5,800 5,800 4,835,486 0%
8,000 8,000 (486,435) (5,800) (492,235) (500,235)
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
Fund: 541 - STORM OPERATIONS
Revenue 1,046,074 1,046,074 (63,445) - (63,445) (1,109,519) -6% Expense 1,099,528 1,099,528 19,994 117,704 137,697 961,831 13% (53,454) (53,454) (83,439) (117,704) (201,142) (147,688) Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense - - - #DIV/0!
- - - - - -
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,668,520 1,668,520 (169,918) - (169,918) (1,838,438) -10% Expense 1,645,520 1,645,520 - 5,800 5,800 1,639,720 0%
23,000 23,000 (169,918) (5,800) (175,718) (198,718)
Fund: 544 - STORM DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
TOTAL ENTERPRISE FUNDS
Revenue 27,729,036 27,729,036 (2,459,975) - 8,309,777 (12,902,478) 30% Expense 27,700,807 27,700,807 765,880 3,254,149 8,484,722 10,697,973 31% 28,229 28,229 (3,225,855) (3,248,249) (174,945) (23,600,451)
CAPITAL PROJECTS
Revenue 7,175,444 7,175,444 - - - (7,175,444) 0%
Expense 7,175,444 7,175,444 - 1,709,706 1,709,706 5,465,738 24% - - - (1,709,706) (1,709,706) (1,709,706)
105,355,591 105,355,591 (2,015,567) (46,316) 8,707,869 (90,130,941) 8% 111,985,285 112,154,785 3,244,523 16,306,085 24,015,301 79,621,373 21% (6,629,694) (6,799,194) (5,260,089) (16,352,401) (15,307,431) (10,509,568) Item 7.2
Mountain House Page 41 of 160
City of Mountain House
Monthly Financial Report
September 2025
Item 7.2
Mountain House Page 42 of 160
City of Mountain House
Pooled Cash Report
September 30, 2025
CURRENT
BALANCE
General Funds
Fund 101 - GENERAL FUND $ 42,507,710
Fund 102 - TIF ADMIN FEES 1,376,675
Fund 103 - CFF ADMIN FEES 1,389,515
Total General Funds $ 45,273,900
Special Revenue Funds
Fund: 104 - BUILDERS 1,390,414
Total Special Revenue Funds 1,390,414
Special Assessment Funds
Fund: 201 - SPECIAL TAX NO. 1: ROADS, ETC 1,320,199
Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY (973,438)
Fund: 203 - SPECIAL TAX NO. 3: PARKS, LIBRARIES, COMMUNITY FACILITIES (313,528) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS 715,465
Total Special Assessment Funds 748,698
Restricted Funds
Fund: 301 - TIF IMPACT FEES 13,096,405
Fund: 302 - CFF IMPACT FEES 31,891,164
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT - 2016 222,387 Fund: 304 - LANDSCAPE & LIGHTING DISTRICT - 2008 787,056 Fund: 305 - LANDSCAPE & LIGHTING DISTRICT - ZONE 3 1,849,243 Fund 310 - MEASURE K 31,999
Fund 311 - GAS TAX 1,120,166
Fund 320 - AFFORDABLE HOUSING FEE 11,302,068
Fund 351 - CFD IMPROVEMENT AREA NO 1 50,000
Fund 352 - CFD IMPROVEMENT AREA NO 6 3,000
Fund 353 - CFD IMPROVEMENT AREA NO 7 3,000
Fund 354 - CFD IMPROVEMENT AREA NO 8 1,953
Fund 355 - CFD IMPROVEMENT AREA NO 9 26,983
Total Impact Fee Funds 60,385,424
Enterprise Funds
WATER OPERATIONS 4,243,620
WASTEWATER OPERATIONS 8,209,626
STORM OPERATIONS 7,780,854
Total Enterprise Funds 20,234,099
Developer Funds 3,025,271
Capital Projects Fund 13,025,387
$ 144,083,193
Item 7.2
Mountain House Page 43 of 160
City of Mountain House Months to date 3
Budget Report as of September 30, 2025 % of year to date 25% 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 13,521,082 13,521,082 2,165 - 2,165 (13,518,917) 0% Expense 14,434,332 14,434,332 1,101,708 1,211,255 2,312,963 12,121,369 16% (913,250) (913,250) (1,099,543) (1,211,255) (2,310,798) (1,397,548) Fund: 102 - TIF ADMIN
Revenue 187,704 187,704 16,902 - 16,902 (170,802) 9%
Expense 60,000 60,000 998 17,812 18,810 41,190 31%
127,704 127,704 15,905 (17,812) (1,908) (129,612)
Fund: 103 - CFF ADMIN
Revenue 224,907 224,907 18,000 - 18,000 (206,907) 8%
Expense 50,000 50,000 998 6,312 7,310 42,690 15%
174,907 174,907 17,003 (6,312) 10,690 (164,217)
TOTAL GENERAL FUNDS
Revenue 13,933,693 13,933,693 37,067 - 37,067 (13,896,626) 0% Expense 14,544,332 14,544,332 1,103,703 1,235,380 2,339,083 12,205,249 16% (610,639) (610,639) (1,066,636) (1,235,380) (2,302,016) (26,101,876)
SPECIAL REVENUE FUNDS
Fund 104 - DEVELOPMENT SERVICES
Revenue 4,852,385 4,852,385 433,457 - 433,457 (4,418,928) 9% Expense 4,250,685 4,250,685 234,599 1,435,401 1,670,000 2,580,685 39% 601,700 601,700 198,859 (1,435,401) (1,236,543) (1,838,243)
TOTAL SPECIAL REVENUE FUNDS
Revenue 4,852,385 4,852,385 433,457 - 433,457 (4,418,928) 0 Expense 4,250,685 4,250,685 234,599 1,435,401 1,670,000 2,580,685 0 601,700 601,700 198,859 (1,435,401) (1,236,543) (6,999,613)
SPECIAL ASSESSMENT FUNDS
Fund: 201 - SPECIAL TAX NO. 1: ROADS
Revenue 18,317,744 18,317,744 - - - (18,317,744) 0%
Expense 18,897,744 18,897,744 691,333 1,862,339 2,553,672 16,344,072 14% (580,000) (580,000) (691,333) (1,862,339) (2,553,672) (1,973,672) Fund: 202 - SPECIAL TAX NO. 2: PUBLIC SAFETY SERVICES
Revenue 10,324,226 10,324,226 - - - (10,324,226) 0%
Expense 10,324,226 10,324,226 978,778 5,083,308 6,062,086 4,262,140 59% - - (978,778) (5,083,308) (6,062,086) (6,062,086)
Fund: 203 - SPECIAL TAX NO. 3: PARKS
Revenue 6,100,402 6,100,402 300 (46,316) (46,016) (6,146,418) -1% Expense 5,880,902 6,050,402 381,700 1,080,915 1,462,615 4,587,787 24% 219,500 50,000 (381,400) (1,080,915) (1,508,631) (1,558,631) Fund: 204 - SPECIAL TAX NO. 4: PUBLIC WORKS
Revenue 2,203,412 2,203,412 - - - (2,203,412) 0%
Expense 2,332,412 2,332,412 117,810 191,838 309,649 2,022,763 13% (129,000) (129,000) (117,810) (191,838) (309,649) (180,649)
TOTAL SPECIAL ASSESSMENT FUNDS
Revenue 36,945,784 36,945,784 300 (46,316) (46,016) (36,991,800) 0% Expense 37,435,284 37,604,784 2,169,621 8,218,400 10,388,021 27,216,763 28% (489,500) (659,000) (2,169,321) (8,264,716) (10,434,037) (9,775,037)
RESTRICTED FUNDS
Fund: 300 - RTIF
Revenue 135,431 - 135,431 135,431
Expense - - - -
- - 135,431 - 135,431 135,431
Item 7.2
Mountain House Page 44 of 160
City of Mountain House Months to date 3
Budget Report as of September 30, 2025 % of year to date 25% 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: 301 - TRAFFIC IMPACT FEES
Revenue 6,169,000 6,169,000 546,210 - 546,210 (5,622,790) 9% Expense 6,074,000 6,074,000 - - - 6,074,000 0%
95,000 95,000 546,210 - 546,210 451,210
Fund: 302 - COMMUNITY FACILITIES FEES
Revenue 7,371,949 7,371,949 581,760 - 581,760 (6,790,189) 8% Expense 13,954,033 13,954,033 - - - 13,954,033 0%
(6,582,084) (6,582,084) 581,760 - 581,760 7,163,844
Fund: 303 - LANDSCAPE & LIGHTING DISTRICT 2016
Revenue 41,000 41,000 - - - (41,000) 0%
Expense 27,800 27,800 3,644 4,667 8,311 19,489 30%
13,200 13,200 (3,644) (4,667) (8,311) (21,511)
Fund: 304 - LANDSCAPE & LIGHTING DISTRICT 2008
Revenue 60,000 60,000 - - - (60,000) 0%
Expense 32,900 32,900 1,689 12,802 14,491 18,409 44%
27,100 27,100 (1,689) (12,802) (14,491) (41,591)
Fund: 305 - LANDSCAPE & LIGHTING DISTRICT ZONE 3
Revenue 370,000 370,000 - - - (370,000) 0%
Expense 190,000 190,000 5,163 81,677 86,841 103,159 46% 180,000 180,000 (5,163) (81,677) (86,841) (266,841)
Fund: 310 - MEASURE K
Revenue 600,000 600,000 - - - (600,000) 0%
Expense 600,000 600,000 - - - 600,000
- - - - - -
Fund: 311 - GAS TAX
Revenue 107,300 107,300 - (107,300) 0%
Expense - - - -
107,300 107,300 - - - (107,300)
Fund: 320 - AFFORDABLE HOUSING FEE
Revenue - - 142,445 142,445 142,445
Expense - - - -
- - 142,445 - 142,445 142,445
Fund: 351 - CFD IMPROVEMENT AREA NO 1
Revenue - - - - -
Expense - - - -
- - - - - -
TOTAL RESTRICTED FUNDS
Revenue 14,719,249 14,719,249 1,270,415 - 1,270,415 (13,448,834) 9% Expense 20,878,733 20,878,733 10,496 99,147 109,643 20,769,090 1% (6,159,484) (6,159,484) 1,259,919 (99,147) 1,160,772 7,320,256
ENTERPRISE FUNDS
Fund: 501 - WATER OPERATIONS
Revenue 8,054,975 8,054,975 (657,590) - 3,796,226 - 47% Expense 8,054,975 8,854,975 1,058,685 2,833,454 2,164,488 668,471 24% - (800,000) (1,716,275) (2,833,454) 1,631,737 668,471
Fund: 502 - WATER CAPITAL PROJECTS
Revenue 1,600,000 1,600,000 - - - - 0%
Expense 1,600,000 800,000 40,884 3,850,000 127,103 76,960 16% - 800,000 (40,884) (3,850,000) (127,103) 76,960
Fund: 503 - WATER PLEDGED FACILITY
Revenue 6,338,452 6,338,452 (625,467) - 2,923,286 - 46% Expense 6,283,452 6,283,452 - 5,900 2,811,933 - 45%
55,000 55,000 (625,467) - 111,353 -
Fund: 504 - WATER DEBT SERVICE
Revenue - 2,757,134 -
Expense 55,000 55,000 1,626,360 -
(55,000) (55,000) - - 1,130,774 -
Item 7.2
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City of Mountain House Months to date 3
Budget Report as of September 30, 2025 % of year to date 25% 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: 521 - WASTEWATER OPERATIONS
Revenue 4,171,729 4,171,729 (447,070) - (447,070) (4,618,799) -11% Expense 4,105,046 4,105,046 607,203 1,053,074 1,660,278 2,444,768 40% 66,683 66,683 (1,054,274) (1,053,074) (2,107,348) (2,174,031) Fund: 522 - WASTEWATER CAPITAL PROJECTS
Revenue - - -
Expense - - - #DIV/0!
- - - - - -
. .
Fund: 523 - WASTEWATER PLEDGED FACILITY
Revenue 4,849,286 4,849,286 (486,435) - (486,435) (5,335,721) -10% Expense 4,841,286 4,841,286 - 5,800 5,800 4,835,486 0%
8,000 8,000 (486,435) (5,800) (492,235) (500,235)
Fund: 524 - WASTEWATER DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
Fund: 541 - STORM OPERATIONS
Revenue 1,046,074 1,046,074 (48,199) - (48,199) (1,094,273) -5% Expense 1,099,528 1,099,528 38,140 99,557 137,697 961,831 13% (53,454) (53,454) (86,339) (99,557) (185,896) (132,442) Fund: 542 - STORMWATER CAPITAL PROJECTS
Revenue - - -
Expense - - - #DIV/0!
- - - - - -
Fund: 543 - STORM PLEDGED FACILITY
Revenue 1,668,520 1,668,520 (169,918) - (169,918) (1,838,438) -10% Expense 1,645,520 1,645,520 - 5,800 5,800 1,639,720 0%
23,000 23,000 (169,918) (5,800) (175,718) (198,718)
Fund: 544 - STORM DEBT SERVICE
Revenue - - -
Expense 8,000 8,000 - 8,000
(8,000) (8,000) - - 8,000
TOTAL ENTERPRISE FUNDS
Revenue 27,729,036 27,729,036 (2,434,680) - 8,325,023 (12,887,232) 30% Expense 27,700,807 27,700,807 1,744,912 7,853,586 8,539,459 10,643,236 31% 28,229 28,229 (4,179,592) (7,847,686) (214,436) (23,530,468)
CAPITAL PROJECTS
Revenue 7,175,444 7,175,444 - - - (7,175,444) 0%
Expense 7,175,444 7,175,444 262,578 2,325,828 2,588,405 4,587,039 36% - - (262,578) (2,325,828) (2,588,405) (2,588,405)
105,355,591 105,355,591 (693,441) (46,316) 10,019,946 (88,818,864) 10% 111,985,285 112,154,785 5,525,908 21,167,741 25,634,611 78,002,063 23% (6,629,694) (6,799,194) (6,219,349) (21,214,058) (15,614,665) (10,816,802) Item 7.2
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TITLE: List of Recent Contracts under the City Manager
MEETING DATE: November 12, 2025
PREPARED BY: Kawal Preet, Senior Management Analyst
RECOMMENDATION
There is no action required for an informational item.
DISCUSSION
To maintain alignment with past practices, staff is bringing forward the report of any contracts signed under the City Manager’s spending authority.
Attached is a list of contracts signed by the City Manager, or designee, under the Purchasing Agent authority, during the month of October 2025.
FISCAL IMPACT
There is no adverse fiscal impact to the Fiscal Year 2025-2026 adopted budget.
ATTACHMENTS
A. Attachment A: List of Recent Contracts
c: City Attorney
Item 7.3
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CONSENT ITEM 7.3
ATTACHMENT A
City of Mountain House 2025-2026 Consultant/Contractor Agreements Under City Manager's Signing Authority
Agreement # Contractor/Consultant Scope of Service PO Total Contract Amount
A-2526-42 Robertson-Bryan, Inc. Environmental documentation and permitting services 950 $ 50,000.00 A-2526-34 Motorola Solutions Inc. Mobile Radios for Sheriff's office 956 $ 60,817.00 A-2526-21 Axon Enterprise, Inc. Police vehicle camera services and communications $ 73,136.78 `
11/1/2025
Item 7.3
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TITLE: Public Hearing for Red-Light Camera Enforcement Program MEETING DATE: November 12, 2025
PREPARED BY: Koosun Kim, PE, Public Works Director
RECOMMENDATION
Staff recommends that the City Council adopt a resolution to:
1. Make the requisite finding pursuant to California Vehicle Code Section 21455.6(a), consistent with Senate Bill (SB) 720, that an automated red-light photo enforcement system is recommended to enhance traffic safety within the City of Mountain House.
2. Approve initiation of a Red-Light Camera Enforcement Program, identifying potential camera locations.
3. Approve filing of Notice of Exemption No. NOE-PW 04-25 under the California Environmental Quality Act (CEQA) for the Red-Light Camera Enforcement Program.
4. Authorize the City Manager, or designee, to take all appropriate and necessary actions to carry out the purpose and intent of this resolution.
BACKGROUND
The City of Mountain House (City) is evaluating the use of automated traffic enforcement to improve roadway safety at high-volume intersections.
Public Hearing Requirement
Under California Vehicle Code (CVC) § 21455.6(a), a local governing body must hold a public hearing and make a finding that an automated traffic enforcement system is needed to enhance traffic safety before entering into a contract or installing cameras at any signalized intersection. This requirement ensures transparency, provides an opportunity for community input, and establishes a formal record demonstrating that the City Council considered safety data and public feedback before authorizing program implementation.
Overview of New Senate Bill 720 Legislation
Effective January 1, 2026, Senate Bill (SB) 720 modernizes California’s automated red-light enforcement framework. The bill reclassifies red-light camera citations as civil penalties, eliminating driver’s-license points and insurance impacts. The maximum fine is reduced to $100, with restrictions on additional Item 8.1
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administrative fees. SB 720 also requires jurisdictions to ensure equitable camera placement, provide a 30-day public warning period before enforcement, and establish clear performance and reporting metrics.
Revenue generated must first offset program costs, with any remaining funds directed toward local trafficsafety improvements.
Evidence from Other Jurisdictions
Nearby agencies, including the Cities of Tracy and Manteca, have successfully implemented red-light camera programs with measurable reductions in violations and collisions. The Insurance Institute for Highway Safety reports that traffic cameras have reduced red-light violations by 40% at equipped intersections and reduced fatal collisions by 24% in cities with active programs. A case study from the City of Citrus Heights documented a 68% reduction in side-impact collisions with injury and a 21% reduction in fatalities caused by red-light running.
DISCUSSION
This public hearing represents the initial step in establishing a Red-Light Camera Enforcement Program.
The proposed program would establish automated enforcement at select signalized intersections to improve traffic safety, provide accurate evidence for enforcement, and promote voluntary compliance with traffic laws. Key considerations include:
• Program Administration – The selected vendor will be responsible for equipment installation, maintenance, and violation processing in coordination with the City and its designated administrative hearing process, consistent with SB 720. Under the new legislation, citations will be issued as civil penalties rather than criminal infractions, and appeals will be handled through the City’s administrative review procedures rather than the Superior Court. • Citation Processing – Once the system records a violation, the vendor will review the event, and City staff will independently verify each citation before issuance. Violations will be processed as civil penalties under SB 720, which reclassified red-light camera citations as administrative penalties similar to parking tickets.
• Program Oversight – City staff will oversee the program, including reviewing violations, managing administrative tasks, and coordinating with the vendor to ensure accuracy and transparency. No additional staffing costs are anticipated, as the program is designed to operate within existing resources.
• Public Notification and Education – In compliance with CVC requirements, warning signs will be installed at red-light camera intersections, the City will provide a 30-day public notice prior to enforcement activation, followed by a 30-day warning period during which notices, rather than citations, will be issued.
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• Potential Locations – Preliminary candidate intersections have been identified along major corridors including Mountain House Parkway, Great Valley Parkway, Central Parkway, Byron Road, Arnaudo Boulevard, Mustang Way, Grant Line Road, and Main Street. Final camera locations will be selected based on collision data, traffic engineering evaluations, and law enforcement input prior to contract award.
Program Funding and Cost Structure
The Red-Light Camera Enforcement Program is expected to operate on a cost-neutral basis, with no upfront capital investment from the City; however, the specific financial terms remain subject to further negotiation and final City Council approval.
The anticipated structure would compensate the vendor through a fixed monthly service fee per monitored intersection, funded entirely through citation revenue. If citation revenue falls short in a given month, the vendor’s unpaid balance would be carried forward and may be forgiven at the end of the contract term, provided the City meets all enforcement, reporting, and system-performance obligations.
While this model is intended to avoid General Fund exposure; maintaining cost neutrality depends on consistent citation processing, enforcement, and collection activity. The two primary risks that could create financial exposure are:
1. The City elects not to enforce all legally enforceable violations.
2. The City elects not to pursue collections on unpaid violations.
Either decision would reduce program revenue and could leave the City responsible for unpaid balances or termination fees if the program underperforms. Continued operational performance, timely processing, and adherence to reporting obligations will be critical.
To continue forward with a Red-Light Camera Enforcement Program, staff recommends that the City Council adopt a resolution affirming the necessity of automated enforcement to enhance traffic safety, approving the filing of the CEQA Notice of Exemption, and authorizing the City Manager to take all actions necessary to implement the intent of this resolution.
Following Council direction, staff will conduct site-specific engineering and safety evaluations, confirm final camera locations, complete vendor negotiations and anticipate returning December 2025 with detailed program terms and a proposed contract for City Council consideration.
FISCAL IMPACT
The proposed red-light photo enforcement program is anticipated to be cost-neutral and will not require upfront funding for camera installation. Under the anticipated contract, the City will compensate the Item 8.1
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contractor a fixed monthly service fee per monitored intersection approach, covering all equipment installation, maintenance, and violation processing. Payments would be limited to citation revenue, and no General Fund subsidy or pre-payment is anticipated.
As noted previously, the cost-neutral model carries some operational and financial risks. Any monthly revenue shortfall would be carried forward for up to five years and forgiven only at the end of the contract term, and only if the City meets all required enforcement, reporting, and system performance obligations.
Operational lapses, such as extended camera downtime, delayed citation processing, or suspension of the program, could void the cost-neutral provision. In such cases, the City could be responsible for any unpaid balance and early termination fees estimated up to $120,000 per camera.
Additionally, SB 720 reduces the maximum civil penalty for red-light camera violations to $100, lowering net revenue and making it more challenging to sustain long-term cost neutrality.
Detailed financial terms, including final fee amounts and payment schedules, will be presented to the City Council for review and approval following final contract negotiations.
STRATEGIC PLAN
This action supports the following 2025 City Council Strategic Plan priorities:
• Traffic Safety Enhancements Plan and Implement Neighborhood Traffic Safety Improvements CEQA
This program is exempt from environmental review under CEQA pursuant to CEQA Guidelines Section 15311, which applies to the construction or replacement of minor accessory structures, including signage, and Section 15061(b)(3), the “common-sense exemption.”
Adoption of this resolution authorizes the filing of Notice of Exemption No. NOE-PW 04-25 for the RedLight Camera Enforcement Program, documenting the City’s environmental due diligence and ensuring transparency regarding future program implementation.
ACTION FOLLOWING CITY COUNCIL APPROVAL
If the City Council approves the initiation of the Red-Light Camera Enforcement Program, staff will:
• Finalize Vendor Contract – Negotiate and prepare a proposed service contract for City Council consideration and approval.
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• Establish Citation Processing System – Coordinate with legal and administrative staff to create local hearing and appeal procedures consistent with SB 720. • Confirm Camera Locations – Complete intersection analyses and finalize sites based on safety and operational criteria.
• Implement Public Education – Launch community outreach, including required warning signage and a 30-day educational campaign.
• Establish Oversight and Reporting – Develop program tracking, annual reporting, and performance-monitoring systems to ensure transparency and accountability.
ATTACHMENTS
A. Proposed Resolution
Item 8.1
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ATTACHMENT A
RESOLUTION NO. 2025 - XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE MAKING FINDINGS PURSUANT TO CALIFORNIA VEHICLE CODE SECTION 21455.6(a), APPROVING
INITIATION OF A RED-LIGHT CAMERA ENFORCEMENT PROGRAM, APPROVING NOTICE OF EXEMPTION NO. NOE-PW 04-25 UNDER THE CALIFORNIA ENVIRONMENTAL
QUALITY ACT (CEQA), AND AUTHORIZING THE CITY MANAGER TO TAKE ALL
NECESSARY ACTIONS TO IMPLEMENT THE INTENT OF THIS RESOLUTION WHEREAS, the City of Mountain House (City) is evaluating the implementation of a Red-Light Camera Enforcement Program to improve roadway safety at high-volume signalized intersections; and WHEREAS, California Vehicle Code (CVC) Section 21455.6(a) requires a local governing body to hold a public hearing and make a finding that the installation of an automated red-light photo enforcement system is needed to enhance traffic safety prior to entering into any contract for such a system; and
WHEREAS, the City Council conducted a duly noticed public hearing on November 12, 2025, providing the community an opportunity to comment on the proposed program and its potential locations; and
WHEREAS, Senate Bill 720, effective January 1, 2026, modernizes California’s automated enforcement framework by reclassifying red-light camera citations as civil penalties rather than criminal infractions, establishing a maximum fine of $100, requiring equitable camera placement, mandating a 30-day warning period before enforcement, and ensuring that revenues are directed first to cover program costs and thereafter to local traffic-safety improvements; and WHEREAS, the City Council has considered evidence and testimony presented at the public hearing and finds that automated red-light photo enforcement will enhance roadway safety, reduce redlight violations and collisions, and promote voluntary compliance with traffic laws; and WHEREAS, the proposed program qualifies for exemption from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15311, which applies to construction or replacement of minor accessory structures such as signage, and Section 15061(b)(3), the “commonsense exemption,” since it can be determined with certainty that the program will not have a significant effect on the environment; and
WHEREAS, the City desires to document its environmental due diligence through the filing of Notice of Exemption No. NOE-PW 04-25 for the Red-Light Camera Enforcement Program; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mountain House as follows:
1. Findings. Pursuant to CVC Section 21455.6(a) and consistent with SB 720, the City Council finds that an automated red-light photo enforcement system is recommended to enhance traffic safety within the City of Mountain House.
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ATTACHMENT A
2. Program Initiation. The City Council hereby approves initiation of a Red-Light Camera Enforcement Program, identifying potential camera locations subject to final engineering evaluation, law-enforcement input, and future Council approval of a service contract.
3. Environmental Determination. The City Council hereby approves Notice of Exemption No. NOE-PW 04-25, attached hereto as Exhibit 1, for the Red-Light Camera Enforcement Program under CEQA Guidelines Sections 15311 and 15061(b)(3), finding the activity exempt from further environmental review.
4. Authority to Proceed. The City Manager, or designee, is authorized and directed to take all appropriate and necessary actions to carry out the purpose and intent of this resolution, including completion of engineering and safety evaluations, contract negotiations, public outreach, and filing of the Notice of Exemption with the County Clerk.
PASSED AND ADOPTED by the City Council of the City of Mountain House at a regular meeting held on the 12th day of November 2025, by the following vote:
Item 8.1
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CITY OF MOUNTAIN HOUSE
NOTICE OF EXEMPTION
TO: COUNTY CLERK FROM: LEAD AGENCY
COUNTY OF SAN JOAQUIN CITY OF MOUNTAIN HOUSE
44 N. San Joaquin Street, Suite 260 251 E. Main Street
Stockton, CA 95202 Mountain House, CA 95391
NOTICE OF EXEMPTION PURSUANT TO PUBLIC RESOURCES CODE SECTION 21152(B) AND CALIFORNIA CODE OF REGULATIONS TITLE 14, SECTION 15062
PROJECT DATA
Project Title: Red-Light Camera Enforcement Program
CEQA Exemption File No.: NOE-PW 04-25
Applicant: City of Mountain House – Public Works Department Project Description/Location: The project involves establishing a Red-Light Camera Enforcement Program at select signalized intersections within the City of Mountain House, San Joaquin County, California. The program includes installation of automated enforcement cameras and related signage within public rights-of-way to enhance traffic safety. All work will occur within developed roadway corridors and will not expand roadway capacity or alter existing land use.
DETERMINATION / FINDING OF EXEMPTION
The above-described activity/project is exempt from the environmental assessment requirements of the California Environmental Quality Act (CEQA) pursuant to the following section(s) of the State CEQA Guidelines (California Code of Regulations, Title 14):
The activity is not a "Project" as defined in Section 15378.
The activity is exempt under the "General Rule / Common Sense Exemption" that CEQA applies only to projects which have the potential for causing significant environmental effects, as specified in Section 15061(B)(3).
The project has been granted a "Statutory Exemption" per CEQA Guidelines Section:
The project has been granted a "Categorical Exemption" per CEQA Guidelines Section: 15311, Class 11.
BASIS FOR FINDING OF EXEMPTION
The activity does not qualify as a project and/or clearly could not have a significant effect on the environment and, therefore, CEQA does not apply.
The activity constitutes a discretionary project under the City's jurisdiction and qualifies as a project which has been determined not to have a significant effect on the environment and, therefore, is exempt from the provisions of CEQA under the above-noted statutory or categorical exemption(s).
KOOSUN KIM November 6, 2025
PUBLIC WORKS DIRECTOR DATE OF PREPARATION
By November 12, 2025
Koosun Kim, Public Works Director DATE OF FINAL APPROVAL
AFFIDAVIT OF FILING AND POSTING
I declare that on the date stamped above, I received and posted this notice or included it on a list of such notices which was posted as required by California Public Resources Code Section 21152(B). Said notice or list of notices will remain posted for 35 days from the filing date.
Signature Title
Posting Period Ending Date
EXHIBIT 1
Item 8.1
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TITLE: Public Hearing to Affirm the Intent to Close Three Existing At-Grade Rail Crossings and Construct Two New At-Grade Crossings Consistent with California Public Utilities Commission Applications A.25-05-002 and A.25-05- 003
MEETING DATE: November 12, 2025
PREPARED BY: Koosun Kim, PE, Public Works Director
RECOMMENDATION
Staff recommends that the City Council conduct a public hearing to receive public comment and adopt a resolution to affirm the City’s intent to:
1. Close the existing at-grade rail crossings at Kelso Road, Henderson Road, and Wicklund Road.
2. Construct new at-grade rail crossings at Great Valley Parkway and Mountain House Parkway.
3. Reaffirm the City of Mountain House’s direction to seek approval from the California Public Utilities Commission (CPUC) consistent with Applications A.25-05-002 and A.25-05-003.
4. Authorize the City Manager, or designee, to take all actions necessary to implement the intent of this resolution.
BACKGROUND
On May 8, 2025, the City filed two formal applications with the California Public Utilities Commission (CPUC) requesting authorization to modify public highway-rail at-grade crossings along the Union Pacific Railroad (UPRR). The filings propose the closure of three existing crossings at Kelso Road, Henderson Road, and Wicklund Road; and the construction of two new crossings at Great Valley Parkway and Mountain House Parkway (Attachment A).
The proposed rail crossing projects are a critical component of the City’s circulation and safety framework, providing improved roadway connectivity across the UPRR corridor and aligning with the City’s adopted Master Plan build-out.
Key project elements include:
• Closure of three existing at-grade crossings that present geometric, sight-distance, and safety limitations.
Item 8.2
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• Construction of two modern crossings designed to meet CPUC standards for active warning devices, signage, and rail protection measures.
• Coordination with UPRR to remove redundant crossings and minimize rail-roadway conflict points.
• Enhanced emergency access and circulation for public safety vehicles and future development areas east and west of the railroad.
• Consistency with the City’s Transportation Master Plan and regional mobility objectives.
Mountain House Developers, LLC is officially recognized by the CPUC as a stakeholder in the applications and is responsible for constructing the roadway and rail improvements associated with its projects. While the City is serving as the lead applicant before the CPUC, the developer’s upcoming phases of development north of Byron Road are driving the need to advance these crossing improvements to maintain circulation continuity, mobility, and safety across the community.
CPUC Proceedings
The CPUC has regulatory jurisdiction over the construction, modification, and closure of public highway-rail crossings under Public Utilities Code Sections 1201–1205. Administrative Law Judge (ALJ) Leah Goldberg was assigned to oversee the City’s two applications for A.25-05-002 at Great Valley Parkway and A.25-05-003 at Mountain House Parkway, each of which includes authorization for a new at-grade crossing, and the permanent closure of existing crossings (Kelso Road for A.25-05-002, and Henderson and Wicklund Roads for A.25-05-003). Key actions to-date include:
• Pre-Hearing Conference on August 7, 2025 – The ALJ convened a Pre-Hearing Conference to establish the review process and schedule. The CPUC’s Rail Safety Division confirmed that no protests were filed, no factual or legal disputes existed, and that the City’s applications met CPUC Rule 3.7 and General Orders 26-D, 72-B, and 75-D.
• Site Visit on September 15, 2025 – The ALJ and Assistant Chief ALJ conducted an on-site review of all five crossing locations to evaluate existing conditions and proposed improvements. CPUC staff requested additional documentation of public notice and the design of physical barriers for the planned closures, prompting the City to schedule a local public hearing. • Status Conferences on November 10, 2025 – The CPUC issued formal Notices of Status Conference for both applications (Attachments B and C) to address follow-up items from the site visit. During these sessions, the CPUC confirmed the City’s ongoing coordination with UPRR, affirmed compliance with safety and environmental requirements, and identified no need for further evidentiary hearings.
Item 8.2
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DISCUSSION
This public hearing fulfills the CPUC’s recommendation for local public notice and documentation of community input regarding the proposed rail crossing closures and new at-grade construction projects.
The City, in coordination with Mountain House Developers, LLC, implemented a focused outreach effort to ensure that adjacent property owners were well-informed and had an opportunity to participate. Notices were provided to six neighboring properties located at:
1. 17571 W. Bethany Road
2. 19690 Henderson Road
3. 20199 Wicklund Road
4. 17700 W. Byron Road
5. 19601 Henderson Road
6. 17400 W. Bethany Road
Outreach activities included:
• Publication of public hearing notices in the local newspaper and on the City’s website. • Direct mail letters and doorhanger notices delivered to property owners adjacent to the affected crossings (Attachment D).
These outreach efforts were designed to provide transparency and clarity regarding the planned roadway closures, construction timelines, and long-term safety improvements being coordinated jointly with the CPUC and UPRR.
Staff recommends that the City Council adopt a resolution (Attachment E) affirming the City’s intent to close the existing at-grade rail crossings at Kelso Road, Henderson Road, and Wicklund Road; construct new at-grade rail crossings at Great Valley Parkway and Mountain House Parkway; and reaffirm the City’s direction to seek approval from the California Public Utilities Commission (CPUC) consistent with Applications A.25-05-002 and A.25-05-003.
FISCAL IMPACT
Preparation, application, and coordination costs are funded through a Developer Reimbursement Agreement with the City. Construction of the crossings and closures will be financed by developer contributions, with no impact to the City’s General Fund.
STRATEGIC PLAN
Item 8.2
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This action supports City Strategic Plan goals related to:
• Public safety and mobility
• Transportation infrastructure and regional coordination • Long-term planning and community connectivity
CEQA
The proposed projects are consistent with the City’s certified Environmental Impact Report (EIR) for the Mountain House Master Plan. No additional CEQA action by the City is required at this stage.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Following Council action, staff will transmit the adopted resolution, notice affidavits, and hearing summary to the CPUC for inclusion in the administrative record for Applications A.25-05-002 and A.25- 05-003.
ATTACHMENTS
A. Map Showing Existing and Proposed At-Grade Crossing Improvements B. CPUC Notices of Status Conference – Application A.25-05-002 C. CPUC Notices of Status Conference – Application A.25-05-003 D. Examples of Public Outreach Materials
E. Proposed Resolution
Item 8.2
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ATTACHMENT A
RESOLUTION NO. 2025 - XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE SUPPORTING CPUC APPLICATIONS A25-05-002 AND A25-05-003 FOR RAIL CROSSING
CONSOLIDATION AND AUTHORIZING THE CITY MANAGER OR DESIGNEE TO TAKE
RELATED ACTIONS
WHEREAS, the City Council of the City of Mountain House conducted a duly noticed public hearing on November 12, 2025, to receive public input and consider staff’s recommendation regarding two active California Public Utilities Commission (CPUC) rail crossing applications; and WHEREAS, on May 8, 2025, the City of Mountain House filed Application A25-05-002 with the CPCU requesting authority to construct a new public at-grade railroad crossing at Great Valley Parkway (Milepost 74.10, DOT #971764X) and to close the existing Kelso Road crossing at Milepost 74.20 (DOT #751855W); and
WHEREAS, on the same date, the City filed Application A25-05-003 requesting authority to construct a new public at-grade railroad crossing at Mountain House Parkway (Milepost 75.54, DOT #971765E) and to close the existing Henderson Road (Milepost 75.60, DOT #751858S) and Wicklund Road (Milepost 76.40, DOT #751859Y) crossings; and
WHEREAS, the CPUC Rail Safety Division (RSD) reviewed both applications and submitted responses on July 7, 2025, indicating no opposition to the proposed actions; and WHEREAS, the Administrative Law Judge (ALJ) Leah S. Goldberg conducted a Prehearing Conference on August 7, 2025, and a site visit on September 15, 2025, to review field conditions, during which the CPUC raised questions regarding public notification and physical barrier designs related to crossing closures; and
WHEREAS, virtual status conferences for both applications were held on November 10, 2025, at 10:00 a.m. (A.25-05-002) and 10:15 a.m. (A.25-05-003) to address follow-up items from the site visit and confirm the City’s ongoing compliance and coordination with CPUC and Union Pacific Railroad (UPRR); and
WHEREAS, consolidating three existing at-grade crossings into two modern, CPUC-compliant crossings will reduce rail-roadway conflict points, improve public safety, and support the City’s circulation network as planned in the Mountain House Master Plan; and WHEREAS, the City Council desires to formally support these CPUC applications and authorize the City Manager or designee to take any necessary administrative actions to ensure successful implementation of the projects consistent with CPUC directives.
NOW, THEREFORE, BE IT RESOLVED BY the City Council of the City of Mountain as follows:
1. The City Council hereby supports CPUC Applications A25-05-002 and A25-05-003, including the proposed closures of the Kelso Road, Henderson Road, and Wicklund Road crossings and the construction of new at-grade crossings at Great Valley Parkway and Mountain House Parkway.
2. The City Manager or designee is authorized to submit letters, declarations, technical submittals, Item 8.2
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ATTACHMENT A
or any other documentation required by the CPUC and UPRR to advance these applications and to address issues identified during the CPUC’s review, including closure notice and barrier design.
3. City staff shall continue coordination with the CPUC, UPRR, and Mountain House Developers, LLC to finalize designs, maintain public communication, and comply with all applicable safety and regulatory standards.
4. Staff shall return to the City Council as needed for future consideration of interagency agreements, project coordination updates, CEQA compliance, or other actions requiring Council approval.
5. The City Clerk is directed to attest and transmit this Resolution, along with the public hearing record, to the CPUC for inclusion in the official dockets of Applications A25-05-002 and A25-05- 003.
PASSED and ADOPTED by the City Council of the City of Mountain House, California at a meeting thereof held this 12th day of November 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:
______________________________
MARGARET WIMBERLY
City Clerk
Item 8.2
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BYRON ROAD
PARKWAY
VALLEY GREAT
PARKWAY
CENTRAL
KELSO ROAD MOUNTAIN
PARKWWAY BETHANY ROAD HENDERSON ROAD HOUSE WICKLUND ROAD
FUTURE TODARMAL
PARKWAY
BYRON ROAD
NEW AT-GRADE CROSSING
AT GREAT VALLEY PARKWAY
EXISTING AT-GRADE CROSSING
AT KELSO ROAD TO BE CLOSED
NEW AT-GRADE CROSSING AT
MOUNTAIN HOUSE PARKWAY
EXISTING AT-GRADE CROSSING AT
HENDERSON ROAD TO BE CLOSED
EXISTING AT-GRADE
CROSSING AT WICKLUND
ROAD TO BE CLOSED
1 2
3 4
5 EXISTING GRADE-SEPARATED
CROSSING AT CENTRAL PARKWAY
RAILROAD CROSSINGS
UNION PACIFIC RAILROAD
CITY OF MOUNTAIN HOUSE SAN JOAQUIN COUNTY CALIFORNIA
SCALE: 1"=1500' DATE: SEPTEMBER 8, 2025
I:\673-110\ACAD\EXHIBIT\RAILROAD XING EXHIBITS\XB_018_OVERALL CROSSINGS.DW
CIVIL ENGINEERS SURVEYORS PLANNERS
SAN RAMON
WWW.CBANDG.COM ROSEVILLE
(925) 866-0322
(916)788-4456
ATTACHMENT A Item 8.2
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580648201 - 1 -
ALJ/LGG/cg7 09/23/2025
BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Application of the City of Mountain
House for an Order Authorizing a
Public Railroad Crossing of the Union
Pacific Railroad Tracy Subdivision
Track with Great Valley Parkway
(milepost 74.10) within the City of
Mountain House, County of San
Joaquin, State of California.
Applications 25-05-002
NOTICE SETTING A STATUS CONFERENCE
NOTICE IS HEREBY GIVEN that the Public Utilities Commission has set a virtual status conference for Application 25-05-002, on Monday, November 10, 2025, commencing at 10:00 a.m.
1. Background
On May 8, 2025, Applicant City of Mountain House (Applicant or Mountain House) filed an application (Application) to construct a new at-grade crossing, the extension of Great Valley Parkway, across and over the Union Pacific Railroad Tracy Subdivision, at milepost (MP) 74.10 (DOT # 971 764 X) in the City of Mountain House, County of San Joaquin, State of California, and to remove the existing at-grade rail crossing at milepost 74.20 at Kelso Road (CPUC 001B-74.20, DOT #751855W).
The Commission’s Rail Safety Division (RSD) filed a response on July 7, 2025. There were no protests to the Application.
ATTACHMENT B
Item 8.2
Mountain House Page 64 of 160
A.25-05-002 ALJ/LGG/cg7
- 2 -
A prehearing conference was held before Administrative Law Judge (ALJ) Leah Goldberg on August 7, 2025, to address issues of law and fact, determine the need for hearing, set the schedule for resolving the matter, and address other matters as necessary.
On August 22, 2025, Mountain House Developers, LLC filed a motion for party status under Section 1.4 of the Commission’s Rules of Practice and Procedure, which was granted on August 29, 2025.
On September 15, 2025, the assigned ALJ and the assigned Assistant Chief Administrative Law Judge conducted a site visit to see the locations of the proposed rail crossing at Great Valley Parkway and the proposed rail crossing removal at Kelso Road. During the site visit, questions arose regarding the rail crossing removal, including without limitation, public notice and the design of the physical barriers blocking access to the existing rail crossing following its closure.
2. Virtual Status Conference
A virtual status conference will be held on November 10, 2025, at 10:00 a.m. The purpose of the status conference is to address issues that were raised at the site visit. A court reporter will transcribe the status conference. To participate in the status conference, the parties, their attorneys and other participants must log in using the Webex link below.
A.25-05-002 Application of the City of Mountain House for an At-grade Rail Crossing
Join from the meeting link
https://cpuc.webex.com/cpuc/j.php?MTID=m37bc5611b
ba1f203a6fe9a180d167c1f
ATTACHMENT B
Item 8.2
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A.25-05-002 ALJ/LGG/cg7
- 3 -
Join by meeting number
Meeting number (access code): 2498 876 4513
Meeting password: QXhsTqMa834
Join by phone 1-855-282-6330 United States Toll Free
+1-415-655-0002 United States Toll
To ensure that the status conference begins promptly, it is advised that parties and their attorneys log into the Webex virtual room at least 10 minutes prior to the 10:00 a.m. start time.
IT IS RULED that:
1. A virtual status conference will be held on Monday, November 10, 2025, at 10:00 a.m., as set forth above.
Dated September 23, 2025, at San Francisco, California. /s/ LEAH S. GOLDBERG
Leah S. Goldberg
Administrative Law Judge
ATTACHMENT B
Item 8.2
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581578067 - 1 -
ALJ/LGG/smt 9/25/2025
BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Application of the City of Mountain
House for an Order Authorizing a
Public Railroad Crossing of the Union
Pacific Railroad Tracy Subdivision
Track with Mountain House Parkway
(milepost 75.54) within the City of
Mountain House, County of San
Joaquin, State of California.
Application 25-05-003
NOTICE SETTING A STATUS CONFERENCE
NOTICE SETTING A STATUS CONFERENCE NOTICE IS HEREBY
GIVEN that the Public Utilities Commission has set a virtual status conference for Application (A.) 25-05-003, on November 10, 2025, commencing at 10:15 a.m., immediately following the status conference in A.25-05-002 that is scheduled for 10:00 a.m.
1. Background
On May 8, 2025, Applicant City of Mountain House (Applicant or Mountain House) filed an application (Application) to construct a new at-grade crossing, the extension of Mountain House Parkway, across and over the Union Pacific Railroad Tracy Subdivision, at milepost (MP) 75.54 (DOT # 971 765 E) in the City of Mountain House, County of San Joaquin, State of California, and to remove the existing at-grade rail crossings at MP 75.60, Henderson Road (DOT #751858S) and at MP 76.40, Wicklund Road (DOT #751859Y).
July 7, 2025. There were no protests to the Application.
ATTACHMENT C
Item 8.2
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A.25-05-003 ALJ/LGG/smt
- 2 -
A prehearing conference was held before Administrative Law Judge (ALJ) Leah Goldberg on August 7, 2025, to address issues of law and fact, determine the need for hearing, set the schedule for resolving the matter, and address other matters as necessary.
On August 22, 2025, Mountain House Developers, LLC filed a motion for Procedure, which was granted on September 4, 2025.
On September 15, 2025, the assigned ALJ and the assigned Assistant Chief Administrative Law Judge conducted a site visit to the locations of the proposed rail crossing at Mountain House Parkway and the proposed rail crossing removals at Henderson Road and Wicklund Road. During the site visit, questions arose regarding the rail crossing removals, including without limitation, public notice and the design of the physical barriers blocking access to the existing rail crossings following their closure.
2. Virtual Status Conference
A virtual status conference will be held on November 10, 2025, at 10:15 a.m., immediately following the status conference in A.25-05-002, which is scheduled for 10:00 a.m. The purpose of the status conference is to address issues that were raised at the site visit. A court reporter will transcribe the status conference.
To participate in the status conference, the parties, their attorneys and other participants must log in using the Webex link below.
A.25-05-003 Application of the City of Mountain House for an at-grade Rail Crossing.
ATTACHMENT C
Item 8.2
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A.25-05-003 ALJ/LGG/smt
- 3 -
To ensure that the status conference begins promptly, it is advised that parties and their attorneys log into the Webex virtual room at least 10 minutes prior to the 10:15 a.m. start time.
IT IS RULED that:
1. A virtual status conference will be held on Thursday, November 10, 2025, at 10:15 a.m., immediately following the status conference in Application 25-05- 002, as set forth above.
Date September 25, 2025, at San Francisco, California.
/s/ LEAH S GOLDBERG
Leah S. Goldberg
Administrative Law Judge
Join from the meeting link
https://cpuc.webex.com/cpuc/j.php?MTID=m37bc5611bba1f203a6fe9a180d167c1f Join by meeting number
Meeting number (access code): 2498 876 4513
Meeting password: QXhsTqMa834
Join by phone
1-855-282-6330 United States Toll Free
+1-415-655-0002 United States Toll
Global call-in numbers | Toll-free calling restrictions
ATTACHMENT C
Item 8.2
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PUBLIC HEARING NOTICE
Dear Resident,
Although the City has provided public notice of this hearing through local newspapers, the City website, and official social media platforms, you are receiving this letter because your property is located near the area that may be directly affected by the planned railroad crossing closures and related roadway improvements. The City is providing this additional notice to ensure that nearby residents are fully informed about potential access changes and have the opportunity to provide input during the upcoming public hearing.
NOTICE IS HEREBY GIVEN that the City Council of the City of Mountain House will conduct a Public Hearing on Wednesday, November 12, 2025, at 7:00 p.m., or as soon thereafter as possible, in the City Council Chambers, located at 251 East Main Street, Mountain House, California.
Subject:
Consideration of the proposed permanent closure of the following existing railroad crossings:
• Henderson Road Crossing
• Wicklund Road Crossing
• Kelso Road Crossing
and the construction of two new at-grade railroad crossings at the following locations:
• Great Valley Parkway at Byron Road
• Mountain House Parkway at Byron Road
Purpose of the Hearing:
To receive public comments and provide information regarding the above-referenced closures and new crossing constructions associated with the City’s coordinated safety and transportation improvement projects in partnership with the California Public Utilities Commission (CPUC) and Union Pacific Railroad (UPRR).
Additional Information:
Project-related information may be reviewed at the City of Mountain House Public Works Department, 251 East Main Street, Mountain House, California. Questions or requests for additional details may be directed to: Koosun Kim, PE, Public Works Director, (209) 831-2300 | [email protected]
ATTACHMENT D
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RAILROAD CROSSING IMPROVEMENT NOTICE
Dear Resident,
The City of Mountain House is planning railroad crossing and roadway improvements that will affect access near your neighborhood.
PROJECT OVERVIEW
• Permanent closure of the following railroad crossings:
o Henderson Road
o Wicklund Road
o Kelso Road
• Construction of new at-grade crossings at:
o Great Valley Parkway & Byron Road
o Mountain House Parkway & Byron Road
These improvements are part of the City’s coordinated effort to enhance traffic safety, mobility, and emergency access, in partnership with the California Public Utilities Commission (CPUC) and Union Pacific Railroad (UPRR).
PUBLIC HEARING INFORMATION
Date: Wednesday, November 12, 2025
Time: 7:00 p.m. (or as soon thereafter as possible)
Location: Mountain House City Council Chambers
251 East Main Street, Mountain House, CA
The City invites you to attend and share your comments or questions about the project.
Doorhanger Notice for Residents
ATTACHMENT D
Item 8.2
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STAY INFORMED
Project information and updates are available through:
Website: www.mountainhouseca.gov
Social Media: @MountainHouseCA
🗞 Local Newspapers and official City postings
City Contact:
Koosun Kim, P.E.
Director of Public Works
(209) 831-2300
[email protected]
THANK YOU FOR YOUR PATIENCE AND COOPERATION
Your feedback and understanding are appreciated as we work to improve transportation safety and connectivity throughout the Mountain House community.
Scan the QR code below for direct access to the City Council agenda and public hearing info for this project.
ATTACHMENT D
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ATTACHMENT E
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE AFFIRMING THE CITY’S INTENT TO CLOSE THREE EXISTING AT-GRADE RAIL CROSSINGS AND CONSTRUCT TWO
NEW AT-GRADE CROSSINGS CONSISTENT WITH CALIFORNIA PUBLIC UTILITIES COMMISSION APPLICATIONS A.25-05-002 AND A.25-05-003
WHEREAS, the City of Mountain House (City) is responsible for the planning, development, and maintenance of the local circulation network within its jurisdiction; and WHEREAS, the Union Pacific Railroad (UPRR) traverses the City’s planning area, creating multiple public highway-rail crossings that require coordination and regulatory approval under the jurisdiction of the California Public Utilities Commission (CPUC); and WHEREAS, on May 8, 2025, the City filed two formal applications with the CPUC, Application A.25-05-002 for Great Valley Parkway and Application A.25-05-003 for Mountain House Parkway, seeking authorization to modify rail crossings along the UPRR corridor by constructing two new at-grade crossings and closing three existing crossings; and
WHEREAS, the proposed projects include the permanent closure of the existing crossings at Kelso Road, Henderson Road, and Wicklund Road, and the construction of new at-grade crossings at Great Valley Parkway and Mountain House Parkway; and
WHEREAS, these improvements are necessary to enhance roadway safety, eliminate redundant crossings, improve emergency access, and maintain regional connectivity consistent with the City’s Master Plan and long-range circulation framework; and
WHEREAS, the CPUC’s Rail Safety Division reviewed the City’s applications and determined that no protests or factual disputes were filed, and that the applications comply with CPUC Rules and General Orders 26-D, 72-B, and 75-D; and
WHEREAS, the CPUC Administrative Law Judge conducted a Pre-Hearing Conference on August 7, 2025, and a Site Visit on September 15, 2025, to evaluate existing and proposed crossing locations and recommended that the City hold a local public hearing to document community input and public notice; and
WHEREAS, Mountain House Developers, LLC has been granted party status in both CPUC proceedings as an interested stakeholder responsible for constructing the roadway and rail improvements associated with its development projects north of Byron Road; and WHEREAS, the City, in coordination with Mountain House Developers, LLC, provided public notice of this hearing through newspaper publication, the City’s website, and direct mail notices and doorhangers to adjacent property owners, ensuring transparency and community engagement; and WHEREAS, the City Council has considered the staff report, supporting documentation, and all public testimony received at the duly noticed public hearing held on November 12, 2025.
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ATTACHMENT E
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mountain House as follows:
1. Intent Affirmed. The City Council affirms the City’s intent to close the existing at-grade rail crossings at Kelso Road, Henderson Road, and Wicklund Road; and construct new at-grade rail crossings at Great Valley Parkway and Mountain House Parkway.
2. Regulatory Coordination. The City Council reaffirms the City’s direction to seek authorization from the California Public Utilities Commission consistent with Applications A.25-05-002 and A.25-05-003.
3. Implementation Authority. The City Manager, or designee, is hereby authorized and directed to take all actions necessary to carry out the intent of this resolution, including coordination with the CPUC, UPRR, and development partners, and to execute any documents or correspondence necessary to finalize regulatory approval.
4. Effective Date. This Resolution shall take effect immediately upon adoption.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Mountain House this 12th day of November 2025, by the following vote:
Item 8.2
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TITLE: Appointment to the San Joaquin County Mosquito and Vector Control District Board of Trustees
MEETING DATE: November 12, 2025
PREPARED BY: Margaret Wimberly, City Clerk
RECOMMENDATION
Appoint Linda Selvidge to the San Joaquin County Mosquito and Vector Control District Board of Trustees for a four-year term ending December 31, 2029.
BACKGROUND
The City of Mountain House issued a recruitment notice seeking applicants to represent the City on the San Joaquin County Mosquito and Vector Control District Board of Trustees The position is a four-year term with no term limits and compensation is paid by the San Joaquin County Mosquito and Vector Control District of up to $100 per attended meeting, as authorized under Health and Safety Code Section 2030(b).
The District Board oversees programs to prevent and control vector-borne diseases, implements mosquito and vector control measures, and manages resources that support public health protection.
Applicants were required to be Mountain House residents and registered voters and to submit a completed application and Form 700 upon appointment.
DISCUSSION
Applications were received through the City Clerk’s Office. Interviews were conducted by an Ad-Hoc Interview Subcommittee appointed by the City Council to evaluate applicants and make a recommendation for appointment.
Following completion of the interviews, the subcommittee recommended Linda Selvidge for appointment based on her qualifications, understanding of public health issues, and commitment to community service. Her appointment will ensure that Mountain House continues to have strong, informed representation on the District Board.
Staff will coordinate with the appointee to provide periodic updates to the City Council on District activities and actions or issues that may affect Mountain House residents.
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STRATEGIC PLAN
Not applicable.
ACTION FOLLOWING CITY COUNCIL APPROVAL
Following appointment, the City Clerk will notify the San Joaquin County Mosquito and Vector Control District of the Council’s action and coordinate for periodic updates from the appointee to be included on future City Council agendas.
ATTACHMENTS
A. Application for Linda Selvidge (with personal contact information redacted) Item 8.3
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Item 8.3
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TITLE: Strategic Plan Update – Fiscal Years 2025/2026 through 2026/2027 MEETING DATE: November 12, 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, 2025.
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.
This second quarterly update follows the initial progress report presented to the City Council on August 13, 2025, and provides a summary of continued accomplishments, key milestoones, and upcoming priorities across all strategic focus areas.
DISCUSSION
Staff has continued to make progress across all nine strategic priority areas. Highlights include:
INCORPORATION TRANSITION:
The Municipal Code and Council policies have been updated, with additional administrative code revisions underway. The General Plan Update is progressing, with the first community workshop completed in October, and additional Council review planned for Spring 2026.
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DEVELOPMENT:
The conceptual design for the Community and Aquatics Center has been approved and is moving into the construction drawing phase. Work toward the Economic Development Strategy and Affordable Housing Policy Framework continues as data and planning inputs come in.
PUBLIC SAFETY:
Fire Station No. 2 is now fully staffed and operational. Work to expand the security camera network is in progress. The Data Ticket citation management system has been approved and is expected to support improved public safety reporting beginning in early 2026.
TRANSPORTATION:
The Transit Feasibility Study launched in August and received more than 1,000 survey responses, demonstrating strong community interest. A partnership with the City of Tracy is being explored to support future bus service, with targeted implementation in 2026. Valley Link-related planning remains paused pending external funding milestones.
WATER RESOURCES:
Staff is pursuing multiple state and federal funding opportunities to support long-term water reliability projects, including aquifer storage and emergency water supply agreements.
FISCAL SUSTAINABILITY AND COMMUNITY CULTURE:
Rate study work is underway in preparation for Proposition 218 processes. The Asset Management Plan and updated Ten-Year Cash Flow model are advancing together to strengthen long-term financial planning.
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COMMUNICATIONS AND COMMUNITY TRANSPARENCY:
The Crisis Communications Plan was completed in March. A new City website will launch December 3 to improve navigation and clarity. A new online tool — Ask the City (Rep’d) — has been added to allow residents to ask questions and receive direct responses. These improvements support accessibility and help the city address misinformation quickly and clearly.
COUNCIL AND STAFF CULTURE:
Regular one-on-one meetings with Council Members continue. Strategic Plan progress reporting is embedded in both budget presentations and ongoing Council updates.
AMENITIES AND QUALITY OF LIFE:
Partnership efforts with Lammersville Unified School District continue. Work on developing performance measures and reviewing code enforcement policy direction remains underway. test A full progress overview is included in Attachment A: Work Plan Prioritization Matrix (Updated November 2025).
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 November 2025) B. Strategic Plan (FY 2025/2026 – 2026/2027)
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INCORPORATION TRANSITION
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Update Municipal Code 1 July 2025 June 2025 • MW checking • Per MW on 7.21.25 – updated Muni code is
online and ready for use
• Oversized Vehicles approved by Council and
ordinance effective 10/25/2025
Office Space Expansion 1 December 2025 • Contract awarded to Diede Construction – 8/27/2025
• Impacted employees have been relocated.
• Construction begin on 2nd Floor on
10/08/2025
Updated Land Use Code 1 October 2025 • Under staff review/initiated – goes hand in hand with General Plan Update (JBA) Further
Development Code updates are underway
with legal review.
• Timing for adoption aligns with General Plan
Update milestones.
Initiate General Plan update 1 July 2025 • Awarded contract to De Novo Planning Group – 6/25/2025
• 1
st Public Workshop held – 10/2/2025
• Council item to be scheduled pending De
Novo review of documentation/workshop
results – Spring 2026
Council Policies 1 July 2025 May 2025 • Completed
DEVELOPMENT
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Draft Economic Development Strategy 1 July 2026 • Kosmont Companies provided informational update to City Council – 10/22/2025
• Plans underway to initiate an Economic
Development Strategic Plan – Spring 2026
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Master Plan Community Center and
Aquatic Center
1 July 2025 • Conceptual design approved
• Bi-weekly check-in meetings scheduled
• City Architect (contracted) added to review
team – September 2025
• Construction drawings anticipated –
December 2025
Affordable Housing Policies 2 July 2026 • City staff is waiting on final numbers from San Joaquin County
• Affording housing numbers from SJC ties into
Regional Housing Needs Allocation update
• J.B. Anderson Land Planning provided
informational update to City Council –
10/22/2025
• Request for Proposals for Housing Element
due – 10/31/2025
• City staff reviewing Housing Element
proposals and anticipates contract award –
January 2026
PUBLIC SAFETY
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Security Camera Monitoring Plan and
Master Plan Update
1 December 2025 • Working with ezWave on camera master plan • Installation of additional security cameras
and upgrades is underway
Traffic Safety Enhancements Plan &
Implement Neighborhood Traffic Safety
Improvements
1 July 2025 • Presented at 3.26.25 meeting as discussion item
• Plan adopted (May 2025).
• RFP for red light & traffic sync in progress
• Crosswalk updates along with Daylighting
• Public Hearing for Red-Light Camera
Enforcement Program scheduled –
11/12/2025
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• Unmet Transit Needs Survey closes –
11/20/2025
• Transportation Updates Community Forum
scheduled – 12/04/2025
Fire Station 2 Implementation & Staffing
Plan
1 June 2025 July 2025 • Completed – October 2025
• Mountain House Fire Department promotion
event held – 10/02/2025
• Welcomed 4 new probationary firefighters
• Promotion of Engineer Frank Bettencourt
• Introduction of Moose (four-legged
teammate)
Receive Better Data from the Sheriff
Department
1 July 2025 • Public Safety Updates (number of citations, reminders, warnings issued) to be included in
Public Safety Updates starting in Jan. 2026
• Data Ticket contract approved by City Council
– 09/25/2025
• Data Ticket anticipated to be in use by –
December 2025
Improve Community Engagement with
Police Services
2 July 2025 • Pedestrian Safety Campaign held –
08/20/2025
• National Night Out event held – 08/05/2025
• Coffee with a Cop event held – 10/01/2025
TRANSPORTATION
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Draft MOU with Valley Link re: Mountain
House station
2 December 2025 • On hold for now
Seek opportunities to leverage federal
and state funding
2 December 2025 • Contracts awarded to Foley & Lardner for Federal legislative and funding advocacy
services and to CPPG for state legislative and
funding advocacy – 09/25/2025
• Legislative plans underway.
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Implement Transit Services 2 December 2025 • Koosun Kim provided informational update to City Council on unmet transit needs –
10/22/2025
• Feasibility study to be completed Feb 2026
• Staff is working with City of Tracy on possible
partnership for bus services
• Target start date for bus services – April 2026
WATER RESOURCES
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Seek Grant Funding for Water Supply
Projects
1 Ongoing • Wicklund Cut Project viability is being further evaluated for City involvement
• Applied for $6M Google grant – company is
exploring greener options and is investing in
water resources
Secure Agreement for Emergency Water
Supply
1 December 2025 • Waiting for a response from consultant on confidential proposed agreement
• Karen Morgan provided informational update
on Aquifer Storage & Recovery project to City
Council – 10/22/2025
FISCAL SUSTAINABILITY/COMMUNITY CULTURE
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Complete Asset Management Plan 1 December 2025 • Asset Management Strategic Plan RFP to be published – November 2025
• Work on procedure/process for
inspection/turnover of assets
Update Ten-Year Cash Flow 1 December 2025 • Ties into Asset Management Program Update Recreation Master Plan 1 June 2026 • MIG On-Call contract may be used to update MP with graphics
• Planning department to provide textual
updates – Summer 2026
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Consider Updating Utility Rates 1 July 2025 • Prop 218 contract • Departments working on rate studies
• Utility Rates Community forum held
November 6, 2025.
Establish Customer Service Metrics 1 December 2025 • Utilizing GoGov for community feedback? • Is customer service only limited to utility
billing or all services City wide?
COMMUNICATIONS/COMMUNITY TRANSPARENCY
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Establish a Crisis Communications Plan 1 March 2025 COMPLETED • Approved by Council on 03.26.25 Expanding Public Engagement & Resident
Feedback Tools (GoGov)
1 July 2025 • In process – Ongoing
• Working with MH Matters to become
publication of record for all things MH –
rather than Tracy Press
• Utilizing GoGov for community feedback
Improve Digital Accessibility & Website
Functionality
1 December 2025 • A new City website launches December 3, improving navigation and clarity.
• The Ask the City (Rep’d) tool is now available
to help residents find information and get
answers more easily.
Combat Misinformation & Promote
Accurate Information
1 November 2025 • Ongoing work through meeting recaps, City Manager updates, and coordinated
messaging.
• The Ask the City (Rep’d) tool provides a direct
channel for clear, accurate answers to
resident questions.
Prepare for the 2026 General Municipal
Election
2 March 2026 • MW is already in preparation for 2026
General Municipal Election
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• Will require a meeting with legal team to
discuss things like spending limits and
political signs
COUNCIL/STAFF CULTURE
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Quarterly updates for Strategic Plan Goals 1 July 2025 • June 2025 – Included in budget doc • August 2025 – Closed Session
• Sept 2025 – Open Session
Establish Quarterly Training Sessions for
City Council
1 September 2025 • Trainer secured
• Rosenberg’s Rules of Order training
scheduled for January 2026
Monthly one-on-ones with each Council
Member and City Manager
1 Ongoing • Ongoing
City Manager Goals: Check-In with City
Council
1 Ongoing • Review at City Manager Annual Review
AMENITIES/QUALITY OF LIFE
GOALS PRIORITY TARGET DATE COMPLETED STATUS
Establish Key Performance Indicators (KPIs)
for Facility Rentals and Parks Maintenance
2 June 2026 • In process – baseline data collection and metric development underway
Policy Direction on Code Enforcement
Implementation
2 June 2026 • In process
LUSD Partnership 2 June 2026 • Ongoing
Item 8.4
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Item 8.4
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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.
Item 8.4
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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.
Item 8.4
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Strategic Plan 2025-27 Item 8.4
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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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ORGANIZATIONAL STRUCTURE
CITY COUNCIL
The City of Mountain House is governed by a five-member City Council, elected at large by residents.
Each Council Member serves as a representative of the entire community. From among its members, the Council appoints 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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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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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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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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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 8.4
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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 8.4
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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 8.4
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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 8.4
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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 support to public safety functions
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 8.4
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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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Strategic Plan 2025-27
Delivering structure, service,
and support behind the
scenes
Heart of Service
Core of City Operations
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Strategic Plan 2025-27
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 8.4
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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.
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Strategic Plan 2025-27 Item 8.4
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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.
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TITLE: Amendment to City Council Policies & Procedures Regarding Vice Mayor Appointment
MEETING DATE: November 12, 2025
PREPARED BY: Andy Su, Mayor
RECOMMENDATION
That the City Council discuss the recommendation from Mayor Su and consider adopting a Resolution amending Section 2.6 of the City Council Policies & Procedures to establish a structured rotation system for the Vice Mayor position.
BACKGROUND
Government Code Sections 36801 and 36802 require that one member of the City Council be appointed as Mayor Pro Tem (Vice Mayor) to serve when the Mayor is absent or unable to act.
The City of Mountain House incorporated on July 1, 2024. As part of the incorporation process, the San Joaquin Local Agency Formation Commission (LAFCo) resolution continued the Mountain House Community Services District (MHCSD) as a subsidiary district of the new City for the limited purpose of enforcing the Master Restrictions. Under this structure, the City Council serves concurrently as the MHCSD Board of Directors.
On July 1, 2024, the City Council adopted a resolution designating the Mayor and Vice Mayor to serve concurrently as the President and Vice President of the MHCSD Board of Directors, streamlining governance for both entities. At that time, Council Member Bernice Tingle was appointed as Vice Mayor, consistent with being the highest vote-getter in the 2024 election, with a term ending in 2026.
The City Council later adopted its Policies & Procedures on May 27, 2025. Section 2.6 of that document currently provides that the Council shall appoint a Vice Mayor.
DISCUSSION
At the Mayor’s request, staff prepared a proposed amendment to implement a structured rotation among Council Members for the Vice Mayor position.
All four Council Members were elected in 2024. The two highest vote-getters were seated to four-year terms expiring in 2028, and the remaining two were seated to two-year terms expiring in 2026.
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Under the proposed amendment, the rotation would begin with the 2026 term members and then proceed to the 2028 term members. This ensures an equal opportunity for all Council Members to serve in the Vice Mayor role.
Sample Rotation Schedule:
Year Even/Odd Year
Council
Member
Term
Expires
Vice Mayor Seat
2024 Even 2026 A. Most Votes 2024 Election – Term Expiring 2026 2025 Odd 2026 B. Next Most Votes 2024 Election – Term Expiring 2026 2026 Even 2028 C. Most Votes 2024 Election – Term Expiring 2028 2027 Odd 2028 D. Next Most Votes 2024 Election – Term Expiring 2028 2028 Even 2030 E. Most Votes 2026 Election
2029 Odd 2030 F. Next Most Votes 2026 Election
The proposed language is as follows:
“2.6 Appointment of Vice Mayor.
2.6.1 Appointment Procedure: The City Council shall appoint a Vice Mayor. The appointment shall be made at the first regular meeting in December, unless the first meeting in December occurs prior to the certification of the municipal election results, in which case the appointment shall be made at the next regular meeting of the City Council. In even-numbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the most votes when elected. In odd-numbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the next-most votes when elected.
2.6.2 Powers and Duties: The Vice Mayor shall possess and perform the power and duties of the Mayor in the Mayor’s absence. In that capacity, the Vice Mayor shall sign ordinances and resolutions adopted in the Vice Mayor’s presence.
2.6.3 Term of Office: Beginning in December 2025 and continuing thereafter, the Vice Mayor shall be appointed for a one-year term until the person’s successor is appointed.
2.6.4 Removal from Office: The Vice Mayor may be removed from office, for cause, by a majority vote of the Council. Requests for an agenda item to consider the removal of the Vice Mayor shall Item 8.5
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be made in accordance with the Council’s procedures for placing items on the agenda set forth in Section 7.2.2.”
FISCAL IMPACT
There is no fiscal impact associated with this item.
ACTION FOLLOWING CITY COUNCIL APPROVAL
If adopted, the City Clerk will update and republish the City Council Policies & Procedures to reflect the approved amendment.
ATTACHMENTS
A. Proposed Resolution
B. Section 2.6 (Proposed Amendment with Track Changes)
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RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNTAIN HOUSE AMENDING THE CITY COUNCIL POLICIES & PROCEDURES’S PROVISIONS REGARDING THE APPOINTMENT OF THE VICE MAYOR WHEREAS, Government Code sections 36801 and 36802 require that one of the City Councilmembers be appointed as the Mayor Pro Tem (or Vice Mayor) to serve as the mayor when the Mayor is absent or unable to act; and
WHEREAS, the City Council adopted the City Council Policies & Procedures (the “Policies”) on May 27, 2025, and Section 2.6 of the Policies addressed the appointment and removal processes for the office of Vice Mayor and established a one-year term; and
WHEREAS, the City Council desires to refine and clarify the Section 2.6 of the Policies by establishing a rotation system for the office of Vice Mayor and by making various nonsubstantive editorial changes.
NOW, THEREFORE, BE RESOLVED by the City Council of the City of Mountain House as follows:
1. Section 2.6 of the City of Mountain House, City Council Policies & Procedures (the “Policies”), adopted May 27, 2025, is amended to read as follows.
“2.6 Appointment of Vice Mayor.
2.6.1 Appointment Procedure: The City Council shall appoint a Vice Mayor. The appointment shall be made at the first regular meeting in December, unless the first meeting in December occurs prior to the certification of the municipal election results, in which case the appointment shall be made at the next regular meeting of the City Council. In even-numbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the most votes when elected. In oddnumbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the next-most votes when elected.
2.6.2 Powers and Duties: The Vice Mayor shall possess and perform the power and duties of the Mayor in the Mayor’s absence. In that capacity, the Vice Mayor shall sign ordinances and resolutions adopted in the Vice Mayor’s presence.
2.6.3 Term of Office: Beginning in December 2025 and continuing thereafter, the Vice Mayor shall be appointed for a one-year term until the person’s successor is appointed.
2.6.4 Removal from Office: The Vice Mayor may be removed from office, for cause, by a majority vote of the Council. Requests for an agenda item to consider the removal of the Vice Mayor shall be made in accordance with the Council’s procedures for placing items on the agenda set forth in Section 7.2.2 Item 8.5
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of these Policies and Procedures.”
2. The City Clerk is hereby authorized and directed to update the Policies to reflect the amendments made by section 1 of this Resolution and thereafter publish the updated Policies as she deems appropriate for the use of the City Council and the public.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Mountain House at a regular meeting held on the 12th day of November 2025, by the following vote:
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City Council
Policies & Procedures
Adopted May 27, 2025
Introduction
This document is designed to support productive and respectful collaboration between elected Council Members and City staff. It outlines the roles, responsibilities, and expectations that guide how we conduct the people’s businesses, ensuring transparency, fairness, and good governance.
Our goal is to promote clear communication, mutual understanding, and public trust. These procedures serve as a roadmap for how decisions are made, how meetings are conducted, and how Council Members interact with staff, the public, and one another.
As our city continues to grow, this document will be reviewed regularly to reflect current needs, uphold best practices, and ensure every Council Member is equipped to serve with purpose and integrity.
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proclamation or certificate, including four (4) to five (5) "whereas" clauses if a proclamation is requested
• A mailing address if
the document is not being presented at a Council meeting Proclamations must fit on a single 8½" x 11" page, use an 11- or 12-point font, and allow space for City Council signatures.
The City retains the right to modify, edit, or decline any request to meet its needs, policy determinations, or format standards. The City will not issue proclamations or recognitions related to ideological or religious beliefs, individual convictions, or political/legislative matters that suggest an official City position or endorsement.
However, this restriction does not prevent the City from recognizing cultural holidays or events celebrated by religious communities.
No proclamation or certificate may be used in advertising or commercial promotion without the express permission of the City Council.
Presentation and receipt of a proclamation or certificate at a City Council meeting shall not exceed five (5) minutes unless otherwise approved by the mayor.
2.5.5 Absence of Mayor. In the absence of the Mayor, the Vice Mayor shall serve as Presiding Officer. In the absence of the Vice Mayor, the City Clerk shall call the Council to order, whereupon a temporary Presiding Officer shall be elected by the Council Members present to serve until the arrival of the mayor, or Vice Mayor, or until adjournment.
2.6 Appointment of Vice Mayor.
2.6.1 Appointment Procedure: The City Council shall appoint a Vice Mayor who. The appointment shall be made at the first regular meeting in December, unless the first meeting in December occurs prior to the certification of the municipal election results, in which case the appointment shall be made at the next regular meeting of the City Council. In even-numbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the most votes when elected. In odd-numbered years, the person appointed as Vice Mayor shall be the Councilmember whose term ends at the next municipal election and who received the next-most votes when elected.
2.6.2 Powers and Duties: The Vice Mayor shall possess and perform the power and duties of the mayorMayor in his/herthe Mayor’s absence. In that capacity, the Vice Mayor shall sign ordinances and resolutions adopted in his or herthe Vice Mayor’s presence.
2.6.22.6.3 Term of Office:
Beginning in December 2025 and continuing thereafter, the Vice Mayor shall be appointed for a one-year term atuntil the first regular meeting in December. If, in any year in which an election for Mayor or Council takes place, and the first meeting in December occurs prior to the certification of the election results, Item 8.5
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then action under this section shall be delayed to the next regular meeting of the City Council. person’s successor is appointed.
2.6.32.6.4 Removal from
Office: The Vice Mayor may be removed from office, for cause, by a majority vote of the Council. Requests for an agenda item to consider the removal of the Vice Mayor shall be made in accordance with the Council’s procedures for placing items on the agenda set forth in Section 7.2.2 of these Policies and Procedures.
2.7 Council Role in Emergencies. See the Municipal Emergency Management Plan. (Appendix E)
2.8 Council Role in Labor Negotiations. Labor relations and negotiations in the City are governed by the Council-Manager form of government, the Meyers-Milias-Brown Act (“MMBA”), California Government Code section 3500 et seq., and the various ground rules adopted during the bargaining process. An overriding requirement of labor negotiations set forth in the MMBA is that the parties meet and confer in good faith.
The following guidelines are to assist the Council in ensuring this requirement.
2.8.1 Designation and Duties of Employee Relations Officer. While the City Council’s role is to determine the City’s broad negotiating objectives, the negotiations are conducted on the City’s behalf by the City’s principal Employee Relations Officer. The City Council has designated the City Manager or designee as the Employee Relations Officer and the City’s principal representative in all matters of employer-employee relations. The Employee Relations Officer, also referred to as the Chief Negotiator, has the authority to meet and confer in good faith on all matters of employer-employee relations. The Chief Negotiator may designate a team of people comprised of internal staff and/or outside consultants to assist with negotiations.
2.8.2 Guidelines for Good Faith Negotiations. Both the City and the bargaining units have an obligation under applicable laws to negotiate in good faith. The purpose of this section is to establish guidelines, in the interest of fairness and integrity in the bargaining process, for City Council Members during labor negotiations.
This section does not seek to direct or control the actions of labor; rather, it seeks to impose a level of self-discipline by the City Council on its own members. Adherence to the guidelines will avoid actions that could circumvent designated bargaining teams and help to ensure that labor negotiations are conducted in good faith.
a) All labor
negotiations shall be conducted by designated representatives at the bargaining table. No Council Member will individually negotiate with any bargaining unit member. Any inquiries received by a Council Member from a bargaining unit’s representative regarding bargaining proposals shall be referred to the City’s authorized designated bargaining team. b) The Council shall
provide direction/authority to the designated bargaining team in closed session through a majority agreement. The City’s designated bargaining Item 8.5
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TITLE: Traffic and Transportation Project Update
MEETING DATE: November 12, 2025
PREPARED BY: Koosun Kim, PE, Public Works Director
RECOMMENDATION
This report is for informational purposes only. No Council action is required at this time.
BACKGROUND
The Public Works Department continues to advance several traffic and transportation improvement projects that address mobility, safety, and congestion reduction throughout the City. These projects are in various stages of planning, design, and construction, and are supported through a combination of local, state, and federal funding sources.
DISCUSSION
The following projects are included in Attachment A for this update:
1. Mountain House Parkway Traffic Signal Synchronization Project: Federal Aid Project No. CML5929(315)
2. Wicklund Village and Arterials Road Repair Project with New Traffic Striping
3. Bike Facilities Project – Great Valley Parkway, Arturo Boulevard, and Main Street - Highway Safety Improvement Program (HSIP) Funded
4. Traffic Safety Enhancement Project – Central Parkway at Legacy Drive and Heritage Drive - HSIP Funded
5. Traffic Calming and Safety Improvement Projects
A. Muela Ranch Drive and Traditions Street (Evelyn Costa Elementary Area) B. Wicklund Village – Daylighting Law Compliance
6. Regional Traffic Improvement Project
A. Grant Line Road and Mountain House Road / Altamont Pass Road Roundabouts
FISCAL IMPACT
This report is a project update only. All projects are funded through a combination of local, regional, and federal sources, including HSIP and Congestion Mitigation and Air Quality (CMAQ) program.
STRATEGIC PLAN
This item supports the following Strategic Plan priorities:
Public Safety: Promotes safer streets for all roadway users.
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Sustainability and Mobility: Enhances alternative transportation options and reduces vehicular dependency.
Infrastructure: Advances the City’s commitment to maintaining and improving public infrastructure.
CEQA
This report is for informational purposes only and does not constitute a project under the California Environmental Quality Act (CEQA), as defined in Section 15378 of the CEQA Guidelines. Therefore, no additional environmental review is required at this time.
ACTION FOLLOWING CITY COUNCIL APPROVAL
No formal Council action is required. Staff will incorporate Council feedback into the planning, design or future projects.
ATTACHMENTS
A. Report on Traffic and Transportation Projects Update Item 9.1
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Public Works Department
November 12, 2025
TRAFFIC/
TRANSPORTATION
UPDATE
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2 This report provides a brief progress update on multiple traffic and transportation projects currently in various stages of planning, design, or construction.
Traffic Signal Synchronization Project
The Mountain House Parkway Traffic Signal Synchronization Project (Federal Aid Project No. CML5929(315)) is funded through a combination of federal and local sources, including the Federal Highway Administration’s Congestion Mitigation and Air Quality (CMAQ) Program. The project aims to improve traffic flow, reduce congestion, and enhance air quality along the Mountain House Parkway corridor between Byron Road and Von Sosten Road.
• The City Council awarded a construction agreement to Bear Electrical Solutions on June 25, 2025.
• A Notice to Proceed was issued to the contractor on August 27, 2025. • The contractor submitted material specifications and traffic control plans, which were reviewed and approved by City engineers and consultants on October 29, 2025. • The contractor has released material orders and is awaiting the supplier’s confirmation of the estimated ship date (ESD).
• Installation will begin upon receipt of the necessary equipment and materials. • The estimated project completion date is February 1, 2026.
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3 z
Wicklund Village and Arterials Road Repair Project with New Traffic Striping
The City Council awarded the Wicklund Village and Arterials Road Repair Project to Silicon Valley Paving Company on September 26, 2024. As part of this project, daylighting measures have been implemented to enhance traffic safety.
• Project covered entire Wicklund Village, and selected areas in Central Parkway, Bethany Road, and Arturo Blvd.
• Construction work started on October 3, 2024
• The project included:
o Removal and replacement of approximately 28,000 square feet of asphalt concrete o Removal and replacement of approximately 1,320 feet of curb and gutter o Slurry seal the streets in Wicklund Village and Central Parkway between Main Street and Arnaudo Blvd. for a total surface area of approximately 180,215 square yards • Re-Striping the streets in Wicklund Village, Central Parkway and Henderson Road at Byron Road. • Construction work was completed on July 31, 2025
• One item on the punch list is pending.
• Original contract amount: $1,478,262; Total project cost: $1,567,644 Item 9.1
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4 Bike Facilities Along Great Valley Parkway, Arturo Blvd., and Main Street. (HSIP Funded – At Final Design Stage)
• The City of Mountain House has been awarded a grant to construct bicycle facilities along Great Valley Parkway, Arturo Boulevard, and Main Street. • The total estimated project cost is $662,200, with $249,930 funded through the Highway Safety Improvement Program (HSIP).
• The City Council approved a cooperative agreement with San Joaquin County to assist in administering the funding process and supporting the City in obtaining the grant funds. • Traffic Consultant AMG has been selected to provide design services for the project. • The first design submittal has been reviewed by City engineers and returned to AMG with comments for consideration.
• Construction is anticipated to begin in Spring 2026.
Traffic Safety Improvements at the Intersection of Central Parkway with Legacy Drive and Heritage Drive (HSIP Funded – At Final Design Stage)
• The City of Mountain House has been awarded a grant to enhance the existing Rectangular Rapid Flashing Beacons (RRFBs) by installing additional RRFBs at the medians and modifying Item 9.1
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5 signs and striping at the intersections of Central Parkway with Legacy Drive and Heritage Drive.
• The total estimated project cost is $151,000, with $135,900 funded through the Highway Safety Improvement Program (HSIP).
• The City Council approved a cooperative agreement with San Joaquin County to assist in administering the funding process and supporting the City in securing the grant funds. • AMG has been selected to provide design services for the project. • The first design submittal has been reviewed by City engineers and returned to AMG with comments for consideration.
• Construction is anticipated to begin in Spring 2026.
HSIP Projects - Location Map
Traffic Calming and Safety Improvement Project
A.Muela Ranch and Tradition Street
• Following reports from residents regarding pedestrian safety concerns at the intersection of Muela Ranch Drive and Traditions Street adjacent to Evelyn Costa Elementary School, Public Works evaluated the site conditions and recommended several improvements, which have since been implemented:
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6 o Installation of a high-visibility crosswalk on the east side of the intersection. o Installation of yield triangles in both directions along Muela Ranch Drive. o Installation of yield signs in both directions along Muela Ranch Drive. o Painting of a double centerline along Muela Ranch Drive. o Painting of concrete curbs red for approximately 40 feet at the northeast corner of the intersection.
B. Wicklund Village – Daylighting Law Compliance for Traffic Safety Enhancement
• Painting concrete curbs red ranging from 20 feet to about 40 feet at 14 intersections. .
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7 Regional Traffic Improvement Project
A.Roundabouts at Grant Line Road, Mountain House Road, and Altamont Pass Road
As part of the master developer’s responsibilities and Environmental Impact Report (EIR) mitigation compliance, MHI is proceeding with the installation of two roundabouts at the following intersections in Alameda County. An update on this project was presented during the October City Council meeting. • Grant Line & Mountain House Rd
• Grant Line & Altamont Pass Rd
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8 Item 9.1
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DISCUSSION ITEM | 1
TITLE: City Manager’s Update
MEETING DATE: November 12, 2025
PREPARED BY: Steven J. Pinkerton, City Manager
COUNCIL/COMMUNITY CONCERNS AND CITY RESPONSE
To ensure transparency and community engagement, staff provide responses to public comments and concerns raised during City meetings or through communication channels. We address key issues and provide updates or next steps. More details about follow-ups can be found at www.mountainhouseca.gov/PublicFollowUp.
Email Requests to City Council
Traffic Safety Campaign – “MH Drive Safe, Every Life Matters” CVHM and the MHHS SMAP Youth Club submitted correspondence proposing a recurring community traffic safety campaign titled “MH Drive Safe, Every Life Matters.” Public Safety Consultant Rex Osborn met with the group to review the concept. Staff will continue coordination and provide updates as the proposal develops.
Mosquito Activity – Trailview Neighborhood (Taylor Morrison) A resident reported mosquito activity near a pond behind N. Drago Way (Trailview). Staff coordinated with the San Joaquin County Mosquito and Vector Control District and the Mountain House Developers team. Vector Control staff inspected the ponds and confirmed a healthy population of mosquito-eating fish with no mosquito larva observed, advising that current conditions do not warrant spraying. Residents are encouraged to contact the District directly for property inspections and prevention guidance at (209) 982-4675 or www.sjmosquito.org.
Traffic Safety Concern – Questa Elementary Area
A resident raised concerns about student e-bike use and pedestrian safety at W. Gravino Drive and N.
Montebello Avenue, near Questa Elementary. Staff responded with information on the City’s Volunteer Crossing Guard Program and opportunities for community participation to enhance safety during school hours.
Tracy Earth Project Discussion
City staff are scheduled to meet next week with a College Park resident and a Mountain House High School student to hear a proposal about introducing elements of the Tracy Earth Project (TEP) locally. TEP is a community-based environmental organization focused on tree planting, neighborhood clean-ups, and environmental education. This introductory discussion will allow staff to learn more about TEP’s activities and evaluate whether similar volunteer-driven initiatives could align with Mountain House’s community engagement and sustainability goals.
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2 Public Comment at City Council Meeting
At the October 22 City Council meeting, a public comment was made regarding the City’s hiring practices.
Staff is reviewing related policies and procedures.
DEPARTMENT UPDATES:
Communications
Over the last quarter, our communication channels saw major growth. Across our platforms, we gained 616 new followers, bringing our total audience to over 6,700 residents, neighbors, and partners engaging with City news. Our posts generated more than 449,000 impressions, meaning our messages were seen nearly half a million times. On Instagram alone, our reach grew by 577%, and our Facebook audience increased by nearly 30%. This growth shows that more residents are choosing to stay informed directly from the city, which builds trust, improves clarity, and reduces misinformation.
We also are working on the front counter to make services easier to navigate and began shaping a new “Welcome to Mountain House” packet that explains community expectations and master restrictions in a warm, simple way. This will help new residents feel informed and supported from the start. Our interns continued learning how Communications and the City Clerk’s Office align, including how agendas and public records move through our organization.
Looking ahead to December, we will share holiday hours, storm preparedness tips, and prepare to launch the City’s new website.
Human Resources
The City is currently interviewing for the position of Management Analyst. We hope to have this position filled within the next few weeks. We have recently extended a job offer for the Recreation Coordinator position and filled the Recreation Assistant position.
Regional Government Solutions (RGS) continues to work on the total classification and compensation study. Revised job descriptions have been received and reviewed by staff. They will be brought to Council for approval at an upcoming Council meeting. RGS continues to gather and analyze data for the compensation study. Staff anticipates that the study will be completed in late November.
The NeoGov applicant portal and applicant tracking system went live on September 22, 2025. Staff is extremely pleased with NeoGov’s training and support during the implementation process. The City is exploring the option of adding additional modules with NeoGov in order to improve process efficiencies within Human Resources, including paperless onboarding, paperless personnel files, and performance evaluation preparation and tracking.
Staff has received the 2026 rates for the City’s health benefits plans. Open enrollment is scheduled to kick off on November 10 with an effective date of January 2026. More detailed information will be provided shortly.
Finance
Staff is working to complete the Annual Comprehensive Financial Report for fiscal year ending June 30, 2025 and present it to the Council in December. In addition to the annual audit, staff is working on the Item 9.2
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3 AB 1600 Report which will also be presented in December. We are working with auditors representing SJCOG and Caltrans in anticipation of future grants and projects.
Public Parks, Facilities, and Recreation Programming:
Prime Time Seniors:
Graveyard Gala – Prime Time Seniors celebrated Halloween with a “Graveyard Gala.” Nearly 20 seniors dressed up in their best costumes, ate ghoulish treats and danced to some haunting tunes.
Our Prime Time Seniors have enjoyed their themed monthly socials and are looking forward to November’s “Heartwarming Friendsgiving Potluck,” Wednesday, November 19, 6:00 – 9:00 p.m. at the Unity Center.
Tennis Court Reservations:
The following table provides a month-by-month summary of tennis court reservation revenues collected for Mountain House High School (MHHS) and Central Park over the past twelve months.
Overall revenues increased by approximately 85% compared to the same period last year, reflecting higher court utilization, particularly at Central Park. Staff also refined the reporting criteria and reservation system to improve accuracy and tracking of program use.
Monthly Tennis Court Reservation Revenues
Mon/Year MHHS Central
Park Mon/Year MHHS Central Park % Change
Oct 2025 $512.00 *$3,434.00 Oct 2024 $573.00 $4,508.00 -22% Sep 2025 $164.00 $4,224.00 Sep 2024 $565.00 $2,554.00 41% Aug 2025 $501.00 $4,436.00 Aug 2024 $217.50 $1,680.00 160% Jul 2025 $424.00 $3,134.50 Jul 2024 $103.50 $1,500.00 122% Jun 2025 $520.00 $4,192.00 Jun 2024 $426.00 $1,984.50 95% May 2025 $352.00 $4,164.50 May 2024 $388.50 $2,058.00 85% Apr 2025 $448.00 $3,650.00 Apr 2024 $429.00 $1,299.00 137% Mar 2025 $368.00 $3,496.00 Mar 2024 $466.50 $1,432.50 103% Feb 2025 $584.00 $3,589.00 Feb 2024 $382.50 *$274.50 535% Jan 2025 $400.00 $3,366.50 Jan 2024 $261.00 *$211.50 697% Dec 2024 $216.00 $2,860.00 Dec 2023 $385.50 $1,912.50 34% Nov 2024 $280.00 $3,858.00 Nov 2023 $240.00 $2,700.00 41% Totals $4,769.00 $44,404.50 $4,438.00 $22,114.50 85%
* Totals include adjustments for refunds related to cancellations due to weather or instructor availability.
Facility Usage:
Indoor Facility Use – Indoor facility usage at the Firehouse Community Room, Town Hall rooms and Unity Center for the month of October 2025. Bookings may include internal bookings for Citysponsored activities.
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4 Location Facility # of Bookings Total Revenue
Firehouse Community Room 4 $1,145.00
Town Hall Boardroom 5 $2,193.25
Town Hall TH-1 15 $806.00
Town Hall Town Hall Main Lobby 3 $703.50
TOTAL 27 $4,847.75
Park Use – Park usage includes rentals for sporting leagues and private use of Altamont Village Park, Central Community Park, Cordes Village Park, Hansen Village Park, and Wicklund Village park for the month of October 2025.
Location Facility # of Bookings Total Revenue
Altamont Village Park Baseball Diamond 4 $280.00
Altamont Village Park Field A 14 $520.00
Bethany Village Park Field A 15 $420.00
Central Community Park Field A 4 $0.00
Central Community Park Field B 1 $440.00
Central Community Park Field C (small bowl) 2 $275.00
Central Community Park Field D - Cricket and Ballfield 5 $545.00 Central Community Park Field D - Cricket Pitch ONLY 4 $480.00 Cordes Village Park Field B2 11 $275.00
Cordes Village Park Field C 14 $345.00
Cordes Village Park Field D1 4 $280.00
Cordes Village Park Field D2 14 $345.00
Cordes Village Park Field D3 14 $345.00
Cordes Village Park Field D4 14 $345.00
Cordes Village Park Softball Diamond 4 $360.00
Hansen Village Park Field A 14 $745.00
Hansen Village Park Softball Diamond 7 $670.00
Questa Village Park Field A 9 $445.00
TOTAL 154 $7,115.00
Picnic Use – Picnic usage includes rentals for private use of Central Community Park, Cordes Village Park, Hansen Village Park, and Wicklund Village Park for the month of October 2025.
Location Facility # of Bookings Total Revenue
Central Community Park
Picnic Area A - Interactive Water
Fountain 1 $180.00
Central Community Park Picnic Area B - Basketball Court 2 $540.00 Cordes Village Park Covered Picnic Area 1 $90.00
Hansen Village Park Covered Picnic Area 1 $90.00
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5 Wicklund Village Park Gazebo 2 $130.00
TOTAL 7 $1,030.00
ARTMENT UPDATE
COMMUNITY DEVELOPMENT UPDATES:
Neighborhood Modifications and Approvals
Mountain House Muslim Association Tentative Parcel Map
A 10-day neighborhood notice for this project was distributed on October 14. The approval packet provided on October 28.
Neighborhoods I (Lakepoint), J (Lakeshore), and K (Lakeview) Builders continue to make progress through the design and permitting stages. The Design Consistency Review Committee (DCRC), comprised of City staff and Mountain House Developers, has approved the following:
• Lennar – Four home designs
• Taylor Morrison – Two home designs
• Richmond American Homes – Housing plans for Neighborhood K • Century Communities – Housing plans for Neighborhood K • Rurka Homes – Two projects located in Neighborhood J, and another in Neighborhood I Infrastructure and Civil Improvements
Neighborhood A7 – Tract 4040 (College Park Area)
The landscape corridor plans have been approved.
Neighborhoods A5 – Tract 3609 and B1 – Tract 3610 (College Park Area) Grading, civil, joint trench, and streetlight improvement plans are approved and under construction.
The final maps for Tracts 3609 and 3610 were approved by the City Council on October 22, 2025. Staff and consultants are coordinating on the A5 mini park and A5 corridor landscape plans.
Neighborhood B4 – Tract 4099 (Near Delta College)
Grading and civil improvement plans are approved. The large lot final map is approved and recorded.
Staff and consultants are reviewing the tract’s final map, joint trench plans, and streetlight plans.
Neighborhoods B6, B7, and B8 – Tract 3619 (College Park Area) The landscape corridor plans have been approved and are under construction.
Neighborhood B11 – Tract 3618 (South of Byron Rd.)
The phase 2 final map has been approved, and the improvements are under construction.
Neighborhood F – Tracts 4210 and 4211 (South of Town Center and Mountain House Pkwy.) Grading and civil improvement plans have been approved, and construction is ongoing. Landscape guidelines are under review for approval. The joint trench, streetlight, and final maps are currently under review.
Neighborhood H – Tract 4212 (Questa Village Area)
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6 Grading plans have been approved. Landscape guidelines are under review, and civil, joint trench, streetlight, and final map plans are being reviewed.
Neighborhood H – Tract 4216 (Questa Village Area)
Grading and Phase 1 civil, joint trench, and streetlight plans are approved. The final map for Tract 4216 was approved by the City Council on October 22, 2025. Phase 2 civil, joint trench, and streetlight plans remain under review.
Neighborhood I (Lakepoint Area)
Rough grading, civil, joint trench, and streetlight plans for Tracts 4194 and 4200-4202 are approved; construction is ongoing. Under review are the Lake I sanitary sewer and storm drain pump station, civil and utility plans for Tracts 4191-4193, 4198, 4199, and 4265, and the final map for Tract 4194 and Tract 4200-4202. Staff is clearing conditions of approval and preparing improvement agreements.
Neighborhood I Tract 4287
The large-lot final map for Tract 4287 was approved by the City Council on October 22, 2025.
Neighborhood J (Lakeshore Area)
Central Parkway Phase 1 landscape plans, in-tract landscape plans for Tracts 3968 and 3969-3972, and the northern Neighborhood J pond improvement plans have been approved.
Under review are the Phase 1 open space park plans, Neighborhood J Park plans, and off-site arterial Phase 2 landscape plans.
Lennar and Mountain House Developers continue vertical construction and site development, with model homes now complete and open to the public. Full project buildout is anticipated by spring 2027.
Neighborhood K (Lakeview Area)
Grading and in-tract landscape plans are under review. Civil improvements for Tract 3926 are nearing completion.
Neighborhood Updates
Neighborhood A7 (College Park Area)
Tri Pointe continues underground construction and joint trench installation.
Neighborhoods A5 / B1 / B2 / B3 (College Park Area)
Grading operations are ongoing across these tracts, and underground utility installation has commenced.
Neighborhoods B6, B7, and B8 – Tract 3619 (Near Grant Line Road) Model homes are now open in Neighborhoods B6 and B7. Pulte Homes is nearing completion of development in Neighborhood B8.
Neighborhood H Tract 4216 (Central Parkway & West Byron Road) The New Home Company has begun excavation and removal work, with grading operations now underway.
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7 Neighborhood B11 – Tract 3618 (College Park Area)
Construction activity continues, with project completion expected by late 2026.
Neighborhoods C / D (Hansen and Cordes Villages)
Building construction for Langston Phase 2 is ongoing. Shea Homes is expected to return to complete remaining on-site improvements in Phase 1 following completion of Phase 2. Both phases are anticipated to be completed by the end of 2025.
Neighborhood G (Creekside Area)
Building activity continues, with project completion expected by the end of 2026.
Commercial and Community Development
Mountain House Shopping Center (Hansen Village Neighborhood Commercial site) All City review processes are complete. The applicant has been working with the San Joaquin County Building Division for permit issuance, as the building permit application was initiated prior to City incorporation. Site development is expected to begin soon.
Wicklund Crossing (Wicklund Village Neighborhood Commercial Site) Planning approval was issued in January 2025, followed by DCRC approval on April 14. Improvement plans remain under review, and site development is anticipated to commence in the near term.
Mustang Square (Commercial Development)
Construction and inspections are ongoing under the purview of the San Joaquin County Building Department. The developer has confirmed the following tenants: Starbucks, Chipotle, Domino’s Pizza, Nékter Juice Bar, Wing Stop, and Vijithea Indian Super Market.
Chipotle, Nékter, Wing Stop, and Domino’s are expected to open in early 2026, with additional tenant build-outs continuing throughout the year.
Singh Shopping Center (Southwest Corner of Grant Line Rd. and Mountain House Pkwy.) The proposed project includes a General Plan Amendment, Master Plan Amendment, Specific Plan III Amendment, Zoning Reclassification, Tentative Parcel Map, and Site Plan approval to develop a 9.1± acre commercial/retail site featuring a grocery store and gas station.
Staff has completed the initial review and provided comments to the applicant. The ownership group has since changed, and a new Deposit Reimbursement Agreement (DRA) will need to be executed prior to resuming entitlement processing.
Mountain House Sports Center at Mountain House Logistics Center This proposed project involves the adaptive reuse of approximately 55,000 square feet within the Panattoni/Mountain House Logistics Center, located at the northwest corner of Mountain House Parkway and Mustang Way. The facility, situated in the southeast building adjacent to the main parking area, will include badminton and pickleball courts, an open weight room, locker rooms, restrooms, and concessions.
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8 Staff is working with the applicant to evaluate parking and building code compliance. The project is being processed as an Improvement Plan (IP) subject to administrative staff-level review. Approval of the IP application is anticipated in November 2025, following documentation of parking and occupancy requirements.
Self-Storage project proposed on two-acre C-G site in Neighborhood H U-Stor-It has proposed a three-story self-storage facility on a two-acre parcel zoned C-G. Staff is reviewing the application and will be requesting design modifications and supplemental information before completing the initial entitlement review.
Key Infrastructure Projects
Grant Line Road
Pulte is constructing Grant Line Road Phase 5 improvements, including modifications to the traffic signals at De Anza Boulevard and Prosperity Street, as part of the frontage improvements for Neighborhoods B6, B7, and B8 (Tract 3619).
Central Parkway Bridge and Arterials (North of Byron Rd.) Mountain House Developers (MHD) is completing minor punch-list items for the Central Parkway Bridge and approach roadway, which are now open to the public.
MHD continues construction along Central Parkway and other major arterials north of Byron Road.
Public access remains available from the bridge to the first intersection at Central Parkway and Calabria, serving the Neighborhood J model homes. Construction is expected to continue through the end of 2025, with portions of Central Parkway remaining closed to through traffic during active work.
Traffic Signals (Central Pkwy. at Main St. and Arturo Blvd.) Improvement plans for both traffic signals have been approved. City staff and inspection consultants are coordinating with the contractor and developer on material submittals. Construction is anticipated to begin before December 2025.
Mountain House Parkway (North of Byron Rd.)
Civil, bridge, joint trench, and streetlight improvement plans are currently under review.
Railroad Crossing Improvements (Byron Rd. at Great Valley Pkwy. and Mountain House Pkwy.) Union Pacific Railroad has approved the proposed at-grade crossing improvements. The City and developer have submitted applications to the California Public Utilities Commission (CPUC) for formal review and approval, which is required prior to construction. City staff and the developer attended a pre-hearing meeting with the CPUC and are providing additional technical information requested as part of the review process.
Water Quality Basin 1
Improvement plans for Water Quality Basin 1 have been approved.
Byron Highway Rehabilitation Project
City staff is coordinating with the developer on the concept plans for Byron Road rehabilitation and improvement.
Central Community Park – Dog Park
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9 Plans have been approved, and construction is currently underway.
Central Community Park – Tennis Complex
Plans have been approved, and construction is in progress.
Central Community Park – Amphitheater
City staff are coordinating with project designers and developers as part of the design review process.
Construction activities are underway to prepare the site for amphitheater construction.
Residential Developments Summary
Neighborhood B9-B10 Tentative Subdivision Map
This proposed tentative map would subdivide an approximately 35-acre site into 299 residential lots zoned R-M and R-MH. Staff is preparing the conditions of approval and assisting the applicant with the annexation process. City Council consideration is anticipated in early 2026.
Shea Homes Rivani site
Staff is assisting Shea Homes with architectural and landscape reviews, which are nearing completion.
Site development is underway, with residential construction expected to follow. The project includes 266 lots zoned R-M on an approximately 30-acre site.
Lennar Trimark sites (Tracts 4210, 4211, and 4212)
Lennar is developing three sites rezoned for residential use in September 2024:
• Tract 4210 – Southeast corner of Central Parkway and Main Street, consisting of 106 lots (RM) on approximately 18 acres. • Tract 4211 – Southwest corner of Mountain House Parkway and Arnaudo Boulevard, consisting of 143 lots (R-M) on approximately 22.5 acres. • Tract 4212 – West of the intersection of Great Valley Parkway and Kelso Road, consisting of 81 lots (R-L) on approximately 20 acres.
General Plan and Development Code Updates
A community forum was held on October 2, 2025, with the General Plan as the primary focus. The event was well attended and included interactive public exercises to gather community feedback.
Input collected during the session is being summarized by De Novo Planning Group, the consulting firm assisting with the General Plan process, and will be posted to the project webpage.
Staff anticipates presenting updates on the General Plan and Development Code at the January 14, 2026, City Council meeting.
Additional information on Projects can be found on the City’s website at the following link:
https://www.mountainhouseca.gov/departments/planning
Pending Items and Other Updates
Housing Element RFP
A Request for Proposals (RFP) for preparing the Housing Element and Environmental Compliance Documentation was published on September 29, 2025. The submission deadline was October 31, Item 9.2
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10 2025, and staff is currently reviewing proposals. A contract award recommendation is anticipated for City Council consideration in January 2026.
Utilities O & M:
Solid Waste Rate Adjustment
Effective January 1, 2026, West Valley Disposal will implement an annual solid waste rate adjustment in accordance with the City’s agreement.
This annual adjustment reflects changes in operational costs, including disposal fees, fuel prices, and inflationary indices, as outlined in the approved rate methodology.
Staff will share detailed rate tables and community outreach materials in the coming months to ensure residents are informed ahead of the effective date.
Wastewater Treatment Plant – Public Health Monitoring
Recent wastewater surveillance data show typical seasonal fluctuations in SARS-CoV-2 levels, with higher concentrations observed in late 2024 and briefly in August 2025, followed by a steady decline into November.
Overall, viral activity remains moderate and stable, with no sustained upward trends detected. Staff will continue monitoring these metrics as part of the City’s public health tracking and early-warning program.
Public Works
Fire Station Communication Towers
In coordination with the Fire Department, staff issued an RFP for the installation of two 60-foot communication towers at the City’s fire stations. One proposal was received.
The towers will enhance communication capabilities and support future service expansion, including potential cellular integration. The contractor is currently reviewing the draft lease agreement with the City Attorney’s comments. Once finalized, the agreement will be presented to the City Council for contract award.
Red-Light Camera Enforcement Program
An informational presentation on the proposed Red-Light Camera Enforcement Program was provided to the City Council on October 22, 2025.
A public hearing is scheduled for the November 12, 2025 Council meeting to consider a resolution initiating the program and authorizing staff to proceed with further evaluation, environmental documentation, and vendor negotiations.
Bethany Neighborhood Playground Replacement
Construction on the Bethany Neighborhood Playground Replacement Project is nearing completion, with final inspections and punch list work underway. A ribbon cutting ceremony is scheduled for Tuesday, December 2, 2025, at 4:00 PM at Bethany Neighborhood Park. Following the event, the playground will officially open to the public upon completion of safety certification and acceptance.
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11 On-Call Services for Design, Grants, and Geotechnical Support Public Works has completed the Request for Qualifications (RFQ) process for upcoming on-call consultant services related to capital improvement design, grant application support, and geotechnical engineering. More than 20 firms submitted proposals. Staff is reviewing qualifications and will prepare a shortlist of recommended firms for future task assignments.
Transit Feasibility Study
The Transit Feasibility Study launched in August and included an online survey that received more than 1,000 responses, reflecting strong community interest in expanded public transit options. Staff is reviewing input to guide recommendations and ensure local priorities are incorporated into the study. The project remains on schedule for completion by January 2026 and will identify sustainable mobility strategies and potential funding sources for future implementation.
Funding Opportunities
Public Works staff continue to pursue competitive grants and regional funding partnerships, including the Fast Charger Station Upgrade, CalRecycle Rubberized Pavement Grant Program, and other infrastructure initiatives. Additionally, the City has an opportunity to participate in the San Joaquin Council of Governments’ 2026 One Voice® advocacy program, a delegation trip to Washington, D.C. scheduled for May 4–6, 2026, to advocate for federal funding for regionally significant projects. Staff is preparing the City’s submission as part of the regional advocacy effort.
Highway Safety Improvement Program (HSIP) Projects
HSIP-funded projects, including bikeway enhancements along Arturo Boulevard, Great Valley Parkway, and Main Street, as well as the Central Parkway Safety Improvement Project at Legacy and Heritage Drives, are more than 95 percent complete. Final closeout and documentation are underway.
ATTACHMENTS:
A. Pathogen Levels for City of Mountain House Wastewater Treatment Plant B. Development Signs
Item 9.2
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ATTACHMENT A Item 9.2
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ATTACHMENT B Item 9.2
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ATTACHMENT B Item 9.2
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ATTACHMENT B Item 9.2
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ATTACHMENT B Item 9.2
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2025 Long Range Calendar Page 1 of 2
Saturday, November 8, 2025 - City Event - Veteran's Day Luncheon 11:00 a.m. - 2:00 p.m. - Town Hall Lobby
Wednesday, November 12, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
ITEM
County 175th Presentation
Strategic Plan Update
Vice Mayor Rotation Policy
Vector Control Appt.
Traffic/Transportation Projects Update - Presentation only Public Hearing Red Light Camera
Public Hearing for At-Grade Rail Crossing Projects
Tuesday, November 18, 2025 - YAC
Board Chambers at 7:00 p.m.
Wednesday, November 26, 2025 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.
Saturday, December 6, 2025 - City Event - Light Up Main Street & Tree Lighting 6:00 p.m. - 9:00 p.m. - Main Street/Central Community Park Tuesday, December 9, 2025 - YAC
Board Chambers at 7:00 p.m.
Wednesday, December 10, 2025 - Regular City Council Meeting Board Chambers at 7:00 p.m.
ITEM
TENTATIVE: 6:00 p.m. - Closed Session
Development Code Update - Presentation only
AB 1600 Report - City
Approve Agreement with Blackwater (water reports)
Set Council Meetings for 2026
ACFR - City
Regional Housing Needs Allocation Transfer from SJC
Sponsorship Policy
Codes by Reference - Building Dept.
Red Light Camera Contract
Vice Mayor Selection
Fire Station Antenna Contract Award
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2025 Long Range Calendar Page 2 of 2
RFQ Shortlist for on-call design services
RFQ Shortlist for on-call geotechnical consultant
RFQ Shortlist for on-call grant services
Authorize MOU w/County for EV Charging Project
Saturday, December 13, 2025 - City Event - Breakfast with Santa 8:00 a.m. - 12:00 p.m. - Unity Center
Wednesday, December 24, 2025 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.
Tuesday, January 13, 2026 - YAC
Board Chambers at 7:00 p.m.
Wednesday, January 14, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.
ITEM
5:30 PM - Rosenbergs Rules of Order
Aquifer Storage Update - Presentation only
Award Housing Element Contract
Award Contract for Strategic Asset Management Plan
General Plan Process - Status Report Public Outreach Summary and Background/ERC B9/B10 - annexation
Development Code Adoption
Recreation Master Plan Update
CFF/TIF - Update Presentation
Budget Adjustment/Appropriation for Harris CFF TIF Agreement - Consent Parks Restrooms – Policy and Action Item to Award Contract and Appropriate Funds Overview on Regional EMS services
Update on Economic Development Strategic Plan
January 21st to January 23, 2026 - CalCities Mayors and Council Members Academy Hyatt Regency Sacramento
Thursday, January 22, 2026 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.
Wednesday, January 28, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.
ITEM
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