Agenda — Twentynine Palms City Council, October 24, 2023 (part 2 of 3)

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Oct 24 2023
SUBJECT: Fire Department Emergency Response Report - September 2023.

ATTACHMENTS:
• TNP Monthly Totals - Sept
2023

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Incident Totals
2 3
1 10
10 219
1 4
14 1
265
Traffic Collision
Totals
Incident Type
Medical
Public Service
Structure Fire
Unknown Type Fire
Motorhome/Truck/Bus Fire
Outside Elec Incident
Unknown
Improvement Fire
San Bernardino County Fire Area Incident Report
Criteria: 9/1/2023 to 9/30/2023
Division(s): South Desert
Battalion(s): 7
City(ies): Twentynine Palms
Investigation/Alarm
Printed on 10/4/2023 9:18 AM Page 1 of 1 Page 100 of 254 Incident Totals
2 3
1 10
10 219
1 4
14 1
265
Traffic Collision
Totals
Incident Type
Medical
Public Service
Structure Fire
Unknown Type Fire
Motorhome/Truck/Bus Fire
Outside Elec Incident
Unknown
Improvement Fire
San Bernardino County Fire Area Incident Report
Criteria: 9/1/2023 to 9/30/2023
Division(s): South Desert
Battalion(s): 7
City(ies): Twentynine Palms
Investigation/Alarm
Printed on 10/4/2023 9:18 AM Page 1 of 1 Page 101 of 254

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STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Oct 24 2023
SUBJECT: Treasurer's Report - FY 2023-24 Quarter 1.

RECOMMENDATION:

The City Council receive and approve the Treasurer's Report for the 1st Quarter of Fiscal Year 2023-24.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Securities Report 09.30.23
• TREASREP 9.30.23
FISCAL IMPACT:

N/A

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City of Twentynine Palms RMB033895
Account eCD70981Report Name Position Report Export
Executed 9/30/2023Certificates of Deposit
Issuer Settle Date Maturity Date Principal Payment Frequency Rate Interest Earned Redeemed AMERICAN EXPRESS 6/29/2022 6/29/2027 $245,000.00 Monthly 3.40% $684.66AUSTIN TELCO FED CR 9/21/2022 9/21/2027 $249,000.00 Monthly 3.80% $777.70 BEAL BK USA LAS 3/2/2022 2/24/2027 $245,000.00 Semi Annual 2.05% $412.81 CAPITAL ONE BK USA 5/11/2022 5/11/2027 $246,000.00 Semi Annual 3.20% $647.02 CAPITAL ONE NATL 4/27/2022 4/27/2027 $245,000.00 Semi Annual 2.90% $583.97 COBALT FED CR UN 9/15/2022 9/15/2027 $249,000.00 Monthly 3.60% $736.77 CREDIT UN OF TEX 9/14/2022 9/15/2025 $245,000.00 Semi Annual 3.60% $735.00DISCOVER BK 5/18/2022 5/19/2027 $246,000.00 Semi Annual 3.20% $647.01DORT FINL CR UN 6/20/2023 6/20/2028 $247,000.00 Quaterly 4.50% $913.56 FIRST INTERNET BK 9/28/2022 9/25/2025 $249,000.00 Monthly 4.00% $818.63 FIRST TECHNOLOGY FED 7/15/2022 7/15/2027 $249,000.00 Monthly 3.60% $736.77GREENSTATE CR UN 9/26/2023 9/26/2028 $248,000.00 Monthly 5.00% $67.95LAFAYETTE FED CR UN 5/25/2022 5/25/2027 $245,000.00 Monthly 3.25% $654.45 MAINE SVGS FCU 7/21/2023 7/21/2028 $248,000.00 Monthly 4.80% $978.41METRO CR UN CHELSEA 7/13/2022 1/12/2024 $240,000.00 Monthly 3.10% $611.51MORGAN STANLEY 10/3/2019 10/3/2024 $245,000.00 Semi Annual 1.95% $392.67 MORGAN STANLEY BK N 9/15/2022 9/15/2026 $245,000.00 Semi Annual 3.60% $724.93 MOUNTAIN AMER FED CR 10/14/2022 10/15/2024 $248,000.00 Monthly 4.75% $968.22QUORUM FED CR UN PUR 9/30/2022 9/30/2026 $249,000.00 Monthly 4.15% $849.33 STATE BK INDIA NEW 3/10/2022 3/10/2027 $245,000.00 Semi Annual 2.20% $443.01 SYNCHRONY BK RETAIL 7/29/2022 7/29/2025 $245,000.00 Semi Annual 3.40% $684.65TOYOTA FINL SVGS BK 9/16/2022 9/16/2027 $245,000.00 Semi Annual 3.60% $724.94TTCU FED CR UN TULSA 9/30/2022 9/29/2023 $249,000.00 Monthly 4.00% $764.05 $249,000.00 Totals $5,667,000.00 3.55% $15,558.02 $249,000.00United States Treasury Bills TSRYS5572672 6/9/2023 10/26/2023 $250,000.00 At Maturity 5.056% $0.00 TSRYS5596016 6/9/2023 12/7/2023 $250,000.00 At Maturity 5.157% $0.00TSRYS5601985 6/22/2023 12/21/2023 $1,000,000.00 At Maturity 5.217% $0.00

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City of Twentynine Palms
Treasurer's ReportSeptember 30, 2023
Interest Market Percent
Depository Term Matures Rate Amount Value of TotalPetty Cash and Cash on Hand On Hand N/A $700 $700 0.00%PPBI Bank Checking Account Demand 0.00% $588,882 $588,882 4.03%PPBI Bank - Successor Agency Demand 0.00% $2,356 $2,356 0.02%Local Agency Investment Fund Demand 3.59% $6,737,056 $6,644,810 45.53%U.S. Treasury Bills 5.143% $1,500,000 $1,484,888 10.17%Cerfificate of Deposit 3.55% $5,418,000 $5,152,392 35.30% Total City Funds $14,246,994 $13,874,027 95.06%Funds Held in Trust:Cash With Fiscal Agent (Project Phoenix) $720,865 $720,865 4.94%Total Funds in the Treasurer's Custody $14,967,858 $14,594,892 100.00%NOTES:1) All the above investments are in compliance with the City's Investment Policy.2) The City has sufficient funds to meet its expenditure requirements for the next six months.Prepared by: Abigail Hernandez Conde

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STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Oct 24 2023
SUBJECT: Updating Information with the Local Agency Investment Fund (LAIF).

RECOMMENDATION:

The City Council adopt Resolution No. 23-___, updating the City's authorized officers to order the deposit or withdrawal of funds in the City's LAIF account.

ORDER OF PROCEDURE:

Request Staff Report (Finance Director Presenting)
Request Public Comment
Council Question of Staff
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• LAIF Resolution 23_
BACKGROUND:

The City invests idle funds in the LAIF, currently about $5.7M. Transfers in and out of the City's LAIF account can only be made by persons that have been pre-registered with LAIF. With the resignation of current City Manager, Frank J. Luckino, the City needs to update the list of those authorized to access the LAIF account. The current authorized users include the Mayor, all four Councilmembers, City Manager, and Finance Director/City Treasurer.

The update includes adding James Lawrence Bowden, Interim City Manager, as a new signer and removing Frank J. Luckino from the LAIF account. This change is effective October 24, 2023, and shall remain in force until a permanent City Manager gets appointed. The attached Resolution supersedes and replaces all prior Resolutions pertaining to LAIF signers.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could choose to add or remove any of the personnel listed.

FISCAL IMPACT:

None.

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CITY OF TWENTYNINE PALMS

CITY COUNCIL
RESOLUTION NO. 23-__

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF TWENTYNINE PALMS AUTHORIZING

CITY COUNCIL MEMBERS AND STAFF ACCESS
TO THE CITY’S ACCOUNT AT THE LOCAL

AGENCY INVESTMENT FUND (LAIF)
WHEREAS, The Local Agency Investment Fund is established in the State Treasury under Government Code section 16429.1 et. seq. for the deposit of money of a local agency for purposes of investment by the State Treasurer; and WHEREAS, the City Council of the City of Twentynine Palms hereby finds that the deposit and withdrawal of money in the Local Agency Investment Fund in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein is in the best interests of the City of Twentynine Palms.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Twentynine Palms, California, hereby authorizes the deposit and withdrawal of the City of Twentynine Palms’ monies in the Local Agency Investment Fund in the State Treasury in accordance with Government Code section 16429.1 et. seq. for the purpose of investment as provided therein.

BE IT FURTHER RESOLVED, as follows:

Section 1. The following City of Twentynine Palms officers holding the title(s) specified hereinbelow or their successors in office are each hereby authorized to order the deposit or withdrawal of monies in the Local Agency Investment Fund and may execute and deliver any and all documents necessary or advisable in order to effectuate the purposes of this resolution and the transactions contemplated hereby:

Name Title
McArthur Wright Councilmember
Steven Bilderain Councilmember
Joel A. Klink Councilmember
Daniel L. Mintz, Sr. Councilmember
Octavious Scott Councilmember
James Lawrence Bowden Interim City Manager
Abigail Hernandez Conde Finance Director/ City Treasurer

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Section 2. This resolution shall remain in full force and effect until rescinded by the City Council of the City of Twentynine Palms by resolution and a copy of the resolution rescinding this resolution is filed with the State Treasurer’s Office.

PASSED, APPROVED AND ADOPTED this 24th day of October, 2023.

______________________
McArthur Wright., Mayor
ATTEST:
_______________________________
Cindy Villescas CMC, City Clerk
I hereby certify that the foregoing Resolution No. 23-__ was duly adopted by the City Council of the City of Twentynine Palms at a regular meeting thereof, held on the 24th day of October, 2023, by the following vote of the Council:

AYES: COUNCILMEMBER:

NOES: COUNCILMEMBER:

ABSENT: COUNCILMEMBER:

ABSTAIN: COUNCILMEMBER:
_______________________________
Cindy Villescas CMC, City Clerk

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STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Oct 24 2023
SUBJECT: Updating the Authorized Signers on the City's Bank Accounts.

RECOMMENDATION:

The City Council adopt Resolution No. 23-_, designating authorized signers on the City Bank Accounts.

ORDER OF PROCEDURE:

Banks with whom the City does business with normally require a City Resolution designating which City officials are authorized to open bank accounts and to execute checks and other orders for payment of City funds. The City currently has two active accounts with Pacific Premier Bank, one is a general checking account (43505041) and one is for the Successor Agency Non-Housing Fund (1000361582). With the resignation of the current City Manager, Frank J. Luckino, the City needs to update its authorized signers on the aforementioned bank accounts.

This update includes adding James Lawrence Bowden, Interim City Manager, as a new signer on both accounts and removing Frank J. Luckino from both accounts. This change is effective October 24, 2023, and shall remain in force until a permanent City Manager gets appointed. The attached Resolution supersedes and replaces all prior Resolutions pertaining to the City's bank account signers.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could choose to add or remove any of the individuals listed.

FISCAL IMPACT:

None.

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CITY OF TWENTYNINE PALMS

CITY COUNCIL
RESOLUTION NO. 23-__

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF TWENTYNINE PALMS DESIGNATING

AUTHORIZED SIGNERS ON CITY BANK

ACCOUNTS
WHEREAS, in the course of business for the City of Twentynine Palms ("City"), it establishes relationships with various financial institutions (“banks”) for purposes including, but not limited to, depository of City funds, investment of funds, borrowing money, or making payments on bonds and other debt issued by the City; and
WHEREAS, banks with whom the City does business normally require a City resolution designating which City officials are authorized to open bank accounts and to execute checks and other orders for payment of City funds; and WHEREAS, the City desires to designate certain City officials to open bank accounts and execute checks and other orders for payment of City funds;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA, RESOLVES AS FOLLOWS:

Section 1. As used in this Resolution, the term "Bank" shall mean any financial institution with whom, pursuant to this Resolution, the City establishes a banking relationship. A list of accounts active as of the date of this resolution is attached as Appendix A.

Section 2. That checks, drafts, or other orders for the payment, transfer, or withdrawal of any of the funds or other property of the City on deposit with a Bank shall be binding on the City when signed, manually or by use of a facsimile or mechanical signature or otherwise authorized, by any one of the individuals listed below as Authorized Signers, and the Bank is hereby authorized to pay and charge to the account of the City any such checks, drafts or other orders so signed or otherwise authorized, including those payable to the individual order of the same person or persons signing or otherwise authorizing the same and including also those payable to the Bank or to any other person for application, or which are actually applied to the payment of any such indebtedness owing the Bank from the person or persons who signed such checks, drafts, or other withdrawal orders or otherwise authorized such withdrawals. In particular, and not in limitation of foregoing, such persons may authorize payment, transfer, or withdrawal by oral or telephonic directions to the Bank complying with such rules and regulations relating to such authorization as the Bank may communicate to the City from time to time.

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Section 3. That City’s Finance Director or Treasurer will certify to a Bank the names and signatures (either actual or any form or forms of facsimile or mechanical signatures adopted by the person authorized to sign) of the Authorized Signers listed below and shall notify the Bank of any change of the persons then authorized to sign or to act.

Section 4. That the holders of the following positions or their successors in office with the City are authorized to sign or act on behalf of the City ("Authorized Signers"):

Councilmember: McArthur Wright
Councilmember: Steven Bilderain
Councilmember: Joel A. Klink and
Councilmember: Daniel L. Mintz, Sr.

Councilmember: Octavious Scott
Interim City Manager: James Lawrence Bowden
Section 5. That this Resolution shall continue in force until express written notice of its rescission or modification has been furnished to and received by a Bank.

PASSED, APPROVED, AND ADOPTED, on the 24th day of October 2023.

______________________
McArthur Wright, Mayor
ATTEST:
_______________________________
Cindy Villescas CMC, City Clerk
I hereby certify that the foregoing Resolution No. 23-__ was duly adopted by the City Council of the City of Twentynine Palms at a regular meeting thereof, held on the 24th day of October 2023, by the following vote of the Council:

AYES: COUNCILMEMBER:

NOES: COUNCILMEMBER:

ABSENT: COUNCILMEMBER:

ABSTAIN: COUNCILMEMBER:

_______________________________

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Cindy Villescas CMC, City Clerk
Appendix A
Bank Name Account Number
Pacific Premier Bank General Account 43505041
Pacific Premier Bank Successor Agency Non-Housing 1000361582

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STAFF REPORT
TO: City Council
FROM: Information Services Director
FOR MEETING: Oct 24 2023
SUBJECT: Animal Shelter Design Contract.

RECOMMENDATION:

The City Council approve a contract not to exceed $500,000.00 with Miller Architecture Corporation for design services and allow the City Manager or Interim City Manager to execute all contract documents.

ORDER OF PROCEDURE:

Request Staff Report (IS Director Presenting)
Council Questions of Staff
Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Scope of Work DescriptionMAC-AS2023
• map-proposedsite
BACKGROUND:

The City Council designated the development of a new Animal Shelter as a strategic priority in January 2023.

Staff developed and RFQ(Request for qualifications) and published June 2023. Eight qualified applicants responded to the RFQ, Staff then performed a detailed evaluation of the qualifiers, and conducted internal meetings to select the three most qualified firms for interviews. Staff conducted interviews on October 4th, 2023 with the three firms, determining unanimously, Miller Architecture Corporation in partnership with Shelter Planners of America was the best fit for our project.

Miller Architecture Corporation (MAC) has been in business since 1938 in Redlands, CA and has completed over 50 animal shelter specific projects. Shelter Planners of America (SPOA) has been in business for more than 30 years, having completed over 750 shelter projects nationwide. SPOA has invented many of the processes involved in modern day sheltering operations. MAC and SPOA are currently in partnership designing the new San Bernardino County Animal Care Complex in Bloomington, CA.

MAC and SPOA have discussed in detail their strategy for community involvement, design strategy, and building the shelter Twentynine Palms needs. Staff has researched current property held by the City and feel a portion of the property acquired for Pioneer Park would be suited to this project. To ensure all needs are met a detailed analysis of our community will be conducted by SPOA. These firms will assist Staff in designating alternative funding sources for the construction phase.

ENVIRONMENTAL:

N/A Page 115 of 254
ALTERNATIVES:

The City Council could choose to decline the selection and choose another alternative.

FISCAL IMPACT:
$500,000.00 of funding currently marked for the Animal Shelter remodel.

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Page | 1
Utah
Nevada
Arizona
California
1177 Idaho Street
Suite 200
Redlands, California 92374
P 909.335.7400
F 909.335.7299
An Architectural Corporation
October 17, 2023
Elijah Marshall
Information Services Director
City of Twentynine Palms
760.367.6799 x1031
Dear Elijah:

We are pleased to submit our recommendations for the scope of services for the 29 Palms Animal Care Facility. In general the purpose of our services will be to work collaboratively with the city of 29 palms to identify and quantify community animal care needs, translate that into a project description, develop conceptual designs present these designs in community meetings. The purpose of these services will be to generate enthusiasm for a funding mechanism for the animal care facility. The services we recommend are as follows:

GENERAL INFORMATION

1. Miller Architectural Corporation (MAC) will serve as the Architect of Record and Shelter Planners of America (SPA) would serve Miller Architecture as Animal Shelter Design Consultant.

2. The scope of the project is as outlined in the City of Twentynine Palms Request For Qualifications for Animal Shelter -AS2023 with submission date July 19, 2023..

3. For the purpose of this proposal the anticipated size of the animal shelter is 12,000SF and the Cost of Construction is $8M.

PROPOSED SERVICES
The following are the proposed Services to be provided by Shelter Planners of America (SPA) and Miller Architecture (the Architect) for the Twentynine Palms Animal Shelter (the Project). The Architect’s client is Twentynine Palms, CA (the Client).

PRE-DESIGN PHASE

1. Develop a detailed Needs Assessment Study to illustrate all the project requirements.

2. The Design Team will meet with the Client at the site or other location as determined and will lead one (1) full day programming meeting to determine all project requirements. We will tour the existing shelter and observe the current operations before interviewing the Client’s staff and key decision makers using our questionnaire that covers nearly two hundred items of statistics, information and preferences to fully understand the Client’s needs.

3. We can (if requested) also conduct a separate meeting at the end of the day with high level City officials or others deemed appropriate to recap the day’s meeting and discuss the planning process and their desires for the project.

4. The Needs Assessment Study will be in a concise, easy to read format of approximately 30-40 pages, based on our 30 years of experience with hundreds of shelter facilities. This Report will cover the following:

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A. The demographics of people and animal levels both current and projected, and a recommendation of animal housing capacity.

B. Provide a Building Space Program with recommendations for the size building(s) deemed necessary for Administrative area, Animal Housing areas both indoors and outdoors, Medical Clinic area and Support areas.

The Study will list each room and size needed in net SF and the gross SF to include wall thickness and corridors.

C. The Study will provide recommendations for site features.

D. “Best practice” recommendations for equipment, materials, finishes, HVAC systems, plumbing and drainage systems in the new Shelter.

E. A discussion of the Shelter staff size, current and future.

F. A discussion of the Shelter operating budget, current and future.

G. An opinion of probable cost for construction of the new shelter based on our real-world experience with completed facilities. The estimate will include site work, soft costs and proposed contingencies.

H. A discussion of operational matters if appropriate regarding such things as improvements for cleaning and disinfecting, animal health care, increased adoption programs, expanded return-to-owner programs, proper medical observation, spay and neuter programs, expanded evening and weekend hours, progressive responsible owner ordinances, foster homes for pets, isolation, and quarantine procedures. Particularly if these may affect the Building Space Program.

5. The Needs Assessment Study will be provided electronically in pdf format.

Once the Architect and the Client have reviewed the Programming Report, we will review it with them via “Go-to-Meeting and make mutually agreeable revisions one time.

SCHEMATIC DESIGN PHASE

1. Prepare Preliminary Block Diagrams showing various schemes of the building and parking on the site. Approximately three (3) options may be explored.

2. Based on the selected Block Diagram, prepare a Preliminary Floor Plan and Site Plan. The initial Floor Plan is a single-line drawing showing the size and layout of the facility and all the room locations to scale. The Site Plan will show the building, the parking, service drive and sidewalks. The Design Team will send the Floor Plan and Site Plan to Architect for review and comment and then make mutually agreeable adjustments before providing to Client. Adjust Floor Plan in concert with Architect as needed to develop the three-dimensional design of the building. Adjust Site Plan with input from the Architect and his Civil Engineer.

3. Provide various drawings of animal housing in plans, sections and elevations to help the Architect and Client understand the design options.

4. Provide Animal and Architecturally significant Medical Equipment outline specifications, cut sheets and photographs of various animal housing and other equipment, then meet with the Architect and Client for review and selection.

5. The Design Team will attend two Schematic Design review meetings with the Architect and Client: One meeting with just the Architect first then one with the Architect and the Client.

6. Prepare a Preliminary Floor Plan in Revit based on the approved initial Floor Plan including any requested adjustments. This will be drawn accurately to scale so it can be used by the Architect moving forward. The Floor Plan will

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show all walls, doors, windows, dog runs, cat equipment, floor slopes and drains, plumbing fixtures and cabinets.

7. Prepare an Opinion of Probable Cost for Animal & Medical Equipment.

8. Review and comment on the Opinion of Probable Cost provided by the Architect. It is anticipated that two rounds of estimates will be reviewed during the Schematic Design phase in order to align the scope of the project with the budget.

PRESENTATION PHASE

1. The Design Team will develop presentation graphics. The graphics will include:

A. colored site plans
B. colored two-dimensional building elevations of each building C. colored 3 dimensional artist concepts of representative views of the buildings and grounds
D. illustrations derived from the Internet and past projects illustrating interior space concepts. These may not be representative of this specific building but will illustrate how key areas function. The key areas that may be illustrated include:
i. lobby
ii. animals in friendly environments
iii. getting to know spaces
E. Animation of key building and site components.

Thank you for this opportunity to be of service.

Kindest regards,
MILLER architectural corporation
Gary Miller
Gary Miller, AIA
President MILLER Architectural Corporation

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STAFF REPORT
TO: City Council
FROM: Assistant Planner
FOR MEETING: Oct 24 2023
SUBJECT: GPA - Equity and Social Justice Element.

RECOMMENDATION:

The City Council find the project exempt from CEQA and adopt the Resolution, adding the Equity and Social Justice Element to the General Plan.

ORDER OF PROCEDURE:

Request Staff Report (Community Development Director
Presenting)
Council Questions of Staff
Open Public Hearing
Request Public Comment
Close Public Hearing
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• City Council Resolution -
Equity and Social Justice
Element
• 29 Palms Dft ESJ Elem 2.8.23
wo TC
BACKGROUND:

Since the Fall of 2021, the City of Twentynine Palms has been working on an Equity and Social Justice Element (ESJ) for the City’s General Plan. This effort is in response to the City Council Resolution adopted on October 12, 2021, which denounced racism and xenophobia and declared them a public health crisis. The Council denounced profiling of all types, the use of hatred, fear and intimidation, redlining and other forms of exclusion, and the full range of social injustice suffered by so many in this country. The effort is also in response to the State of California’s Environmental Justice initiatives and the events of the past years, including the death of George Floyd.

In the spring of 2022, the City and its consultants conducted a public outreach program, worked and conferred with a Council-appointed General Plan Advisory Committee (GPAC), and drafted an Equity and Social Justice (ESJ) Element for the City General Plan. The current City General Plan was adopted in 2012 and at that time, what state law calls an Environmental Justice Element was not required. Since that time, legislation (Senate Bill 1000 (2016)) that became effective on January 1, 2022, now requires that cities and counties adopt such an element or components thereof. State legislation provides guidance in the development of this element, which is intended to establish the nature of existing or possible future environmental burdens, health risks, and other social and environmental inequities within the community.

Disadvantaged Communities
An essential part of the General Plan Guideline update includes addressing the needs of two different types of communities: “disadvantaged communities” (DACs) and “disadvantaged unincorporated communities (DUCs).” Actions prescribed in the Environmental and Social Justice Element to mitigate areas of inequitable access apply to both DACs and DUCs. Page 121 of 254
Disadvantaged communities (DACs) are defined as follows:
“Disadvantaged communities means an area identified by the California Environmental Protection Agency pursuant to Section 39711 of the Health and Safety Code or an area that is a low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure or environmental degradation.” (Gov. Code Sec. 65302(h)(4)(A) A wide range of data and information, including a detailed picture of the socio-economic makeup of the community, were used to establish the basis for developing the ESJ Element. An important resource used in analysing conditions and drafting the element is CalEnviroScreen 4.0, a science-based database created by CalEPA and the Office of Environmental Health (OEHHA) to identify California communities that are most affected by pollution and especially vulnerable to the effects of pollution. It aggregates environmental, health, and socioeconomic data to generate a numeric score for each census tract in the State. Higher scores indicate higher pollution burden and population vulnerability. Census tracts with scores of 75% or higher are designated as “disadvantaged communities.”
There are no census tracts within the City planning area that meet the CalEnviroScreen 4.0 threshold of the 75th percentile for “disadvantaged communities.” The CalEnviroScreen 4.0 (October 2021) shows that the City’s census tracts have total CalEnviroScreen scores ranging between 10% and 50% which is better than 50 to 90 percent of the state’s census tracks; the highest scoring tract (40-50%) is located in the eastern portion of the City Outside the City planning area, but within the City’s Sphere of Influence, there are several Disadvantaged Unincorporated Communities (DUCs) which are defined as “an ‘inhabited territory’ (with 12 or more registered voters) that has an annual household income that is less than 80% of the statewide median household income.” (Gov. Code Sec 56033.5) The statewide median household income as of the 2015-2019 ACS is $75,235. The threshold for DUC designation is $60,188.

Equity and Social Justice – A Broader Definition
While the focus of SB 1000 has been to address and prevent or mitigate environmental injustice in the State, nonetheless, there are other criteria that are to be considered in assessing issues of equity and social and environmental justice in the community. These include median household income and rates of poverty, access to housing including rents and percentage of home ownership, access to and current levels of education, sensitive populations, employment opportunities, access to healthcare, exposure to environmental hazards, and other criteria. These parameters and access to these community essentials areas of social and environmental justice were evaluated in the ESJ Element.

Government Code section 65302(h) includes several specific EJ requirements, which will served as a starting point. Additional resources were also consulted, including but not limited to available data on such health conditions as obesity, prevalence of secondary disease (high blood pressure, high cholesterol, heart disease, etc.) pedestrian and bicycler crash data, use of alternative modes of transportation, educational opportunities, school access by mode, and multi-modal use by commuters, access to community resources including parks and trails, nutritious food, and tools to aid in climate change resilience.

Public Participation
As a part of the development of this element, the City Council established GPAC comprised of five City residents from a variety of backgrounds and experiences. The GPAC met as a group and also participated in community workshops held during development of this element. The GPAC discussed equity and social justice issues that are manifestations of structural racism, xenophobia, gender bias and other forms of prejudice. They also reviewed a variety of data, information, and considered a wide range of community input. Finally, the GPAC reviewed the Draft Equity and Social Justice Element and provided additional input.

Community Workshops and Summary of Input
Community workshops on the ESJ Element were held in the fall of 2022 and were well-attended by a broad crosssection of the community. Topical workshop stations included equity and social justice in transportation, public services, healthcare, housing, food and nutrition, and education. Handouts were also provided on each topic and each station was staffed by either a planner or a GPAC member who facilitated discussion and recorded input.

Attendees included residents, business owners, professionals and service providers who described their hopes, concerns and vision for the community. During many one-on-one and group sessions, comments were recorded on comment cards and large pads of paper. All comments were photographed and documented (see ESJ Element Appendix A: Summary of Public Outreach).

Following the community workshops, an additional public meeting was held in January 2023 to provide another opportunity for members of the community to provide personal testimony regarding issues of equity and social justice. Members spoke about personal experiences and gave suggestions on achieving and preserving an equitable and just community. Comments, concerns and recommendations were recorded on video and written documentation. The major themes raised during the workshops included:
• Better communicating experiences and perspectives with one another and to Page 122 of 254 • Protecting the community from making the same mistakes many larger or older cities have made; • Protect everyone and clearly communicate that racism and xenophobia are not tolerated; • Prevent biased law enforcement;
• Need to address discriminatory behavior in local schools; • Need for minority representation in the school district faculty; • Need to organize non-athletic activities for young people; • Need for mentorship and job training for young people; • Lack of childcare options;
• Lack of affordable housing;
• Unfair housing practices;
• Need to protect neighborhoods from high influx of short-term vacation rental business; • Need for inclusive public art and murals;
• Urgency to maintain the surrounding natural environment; • Concerns over the increase of trash, noise and light pollution; • Need for full-service grocery stores;
• Difficulty in traveling the distance to neighboring cities for services and amenities.

The Equity and Social Justice Element
The General Plan Advisory Committee and the public have generally indicated that Twentynine Palms is an equitable and just community and does not suffer the same levels of social and economic segregation and inequities that stem from historic race and xenophobia-based policies as seen in many other communities. As with most communities, there are still undercurrents of racial bias and the impetus for the ESJ Element comes from a collective desire to expose and openly discuss these undercurrents. The intent of the Element is to raise the level of community awareness and foster greater cultural competency so that everyone who belongs to a minority or otherwise distinguishable group feels included and safe in the City.

The City’s Draft Equity and Social Justice Element is related to many other General Plan elements, particularly Land Use, Circulation and Mobility, Housing, Air Quality and Climate Stability, Public Services and Facilities, Parks and Recreation, Safety, and Healthy and Sustainable Community and almost every other mandated and optional General Plan element. Essentially every decision the City makes regarding the General Plan involves in some way environmental and social justice and equity.

Per the established guidelines of the California Governor’s Office of Planning and Research, the ESJ Element provides an evaluation of certain baseline environmental and population characteristics including pollution burden, health and wellness, education attainment, employment, physical activity, access to safe outdoor spaces, and food security. The ESJ Element then defines goals, policies and programs based on public input from residents and others who attended the workshops and meeting.

Goals, Policies and Programs
The ESJ Element contains several goal statements that range from the overarching to discrete topics addressed in the element. In the context of a General Plan, a “goal” is a general expression of community values and direction, expressed as an end state (not actions). Goals can reflect a desired community state (adequate housing), and environmental conditions (clean air), an economic state (full employment), or a social goal (low crime rates). A goal in the General Plan is the most general statement of community values expressed as a desirable end-state condition to be achieved now or in the future.

The ESJ Element policy statements further refine the goal statements and provide a clear direction for decisionmaking. Policies frequently include “shall” statements to provide unequivocal directives. Decision-making criteria, major development standards and funding priorities are best established by clear General Plan policies. Solid policy is based on a solid foundation of information. The analysis of data collected during the planning process for this element has provided the City with valuable knowledge about trends, existing conditions, and projections that policy is designed to address.

ENVIRONMENTAL:

Section 15378 of the CEQA Guidelines defines a ”Project” as:
“Project” means the whole of an action, which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and that is any of the following:
(1) An activity directly undertaken by any public agency including but not limited to public works construction and related activities clearing or grading of land, improvements to existing public structures,

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enactment and amendment of zoning ordinances, and the adoption and amendment of local General Plans or elements thereof pursuant to Government Code Sections 65100–65700.” (Emphasis added) Also relevant is CEQA Section 15378(b)(5), which states that a “Project” does not include “Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.”
CEQA Exemption
Based upon the above and pursuant to CEQA Section 15268. Ministerial Projects, the proposed adoption of the Equity and Social Justice Element into the City General Plan may be considered exempt from CEQA:

CEQA 15268. MINISTERIAL PROJECTS
“(a) Ministerial projects are exempt from the requirements of CEQA. The determination of what is “ministerial” can most appropriately be made by the particular public agency involved based upon its analysis of its own laws, and each public agency should make such determination either as a part of its implementing regulations or on a case-by-case basis.

The adoption and implementation of the Equity and Social Justice Element will not result in a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Its actions are procedural, administrative and ministerial. As a policy document, the ESJ Element sets froth policies related to provision of public services, accessible and affordable housing, food and nutrition, education and transportation.

Section 15061(b)(3), the activity is covered by the common-sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

Tribal Consultation/SB-18
The City initiated Tribal consultations pursuant to SB-18. Only the San Manuel Band of Mission Indians responded. Consultation was concluded.

ALTERNATIVES:

N/A
FISCAL IMPACT:

None.

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1 CITY OF TWENTYNINE PALMS

CITY COUNCIL
RESOLUTION NO. 23-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TWENTYNINE PALMS, CALIFORNIA, ADOPTING A CEQA

EXEMPTION AND ADOPTING THE EQUITY AND SOCIAL

JUSTICE ELEMENT TO THE GENERAL PLAN
WHEREAS, on October 12, 2021 the City Council of Twentynine Palms adopted Resolution No. 21-21 declaring that “racism results in a structural absence of opportunity and the assigning of a person’s societal value based solely on physical characteristics, such as skin color, which creates disadvantages for some individuals and communities”; and WHEREAS, systemic racism throughout the public and private sectors of society creates disparate outcomes in many areas of life that results in disparities in family stability, healthcare, physical and behavioral health, mental wellness, education, employment, economic development, public safety, criminal justice, incarceration, juvenile delinquency, and housing that disproportionately affects minorities; and
WHEREAS, the City Council has declared that racism is a public health crisis and condemns racism, xenophobia, and racial injustice; and
WHEREAS, the City and Community have collaborated in the development of an Equity and Social Justice (ESJ) Element of the City General Plan to ensure that equity and social justice are integral to the implementation of the City General Plan; and WHEREAS, California Government Code Section 65040.12e defines Environmental Justice as “the fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies”; and
WHEREAS, Senate Bill 1000 (SB 1000), the Planning for Healthy Communities Act, was signed into law mandating cities and counties adopt an environmental justice (EJ) element or integrate EJ goals, objectives and policies into other elements of their General Plans; and WHEREAS, the City Council established a General Plan Advisory Committee (GPAC) and held public meetings and workshops on issues of equity and social and environmental justice, to ensure that the community is aware of and addresses social and economic segregation and inequities that stem from historic race and xenophobia-based policies, as seen in many other communities; and
WHEREAS, the purpose of the Equity and Social Justice Element is to understand, appreciate, and address racism, xenophobia and other forms of injustice and social inequity, and to identify policies and programs that preserve and enhance the strength and integrity of the social fabric of Twentynine Palms; and
WHEREAS, the Planning Commission of the City of Twentynine Palms, California did, on September 19, 2023, hold a duly noticed Public Hearing and after review and consideration

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2 of this item, and hearing all public testimony, adopted Planning Commission Resolution 23- 11and recommended adoption of an exemption pursuant to the California Environmental Quality Act (CEQA) of said General Plan Amendment to the City Council; and WHEREAS, the City Council of the City of Twentynine Palms, California did, on October 24, 2023, hold a duly noticed Public Hearing to consider the addition of an Equity and Social Justice Element to the City General Plan and any environmental consequences, as mandated by State law; and
WHEREAS, the City published a public hearing notice in The Hi-Desert Star newspaper on October 09, 2023, as prescribed by the Municipal Code; and WHEREAS, at said Public Hearing, upon hearing and considering all testimony and arguments, if any, of all interested persons desiring to be heard, the City Council did make the following mandatory findings to justify adoption of said General Plan Amendment:

1. Environmental Effect. The General Plan Amendment does not have the potential to degrade the quality of the environment, have an adverse effect on wildlife, achieve short term environmental goals to the disadvantage of long-term environmental goals, or cumulatively result in significant impacts to the environment.

2. CEQA Compliance. The adoption of the Equity and Social Justice Element is exempt from review under the California Environmental Quality Act pursuant to CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, Sections 15060(c)(2), 15061(b)(3) and 15268, individually and collectively for the reasons set forth in the City staff report to the City Council, which the Council incorporates by reference

3. Internal General Plan Consistency. The goals and policies of the Equity and Social Justice Element are internally consistent and do not conflict with policies and programs of other elements of the General Plan.

4. Public Welfare. Approval of the amendment will not create conditions materially detrimental to the public health, safety and general welfare, and will instead assure the equitable, fair and just application of the General Plan for all segments of the community.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City Twentynine Palms, California, as follows:

SECTION 1. That the above recitations are true and constitute the Findings of the City Council in this case.

SECTION 2. That it does hereby adopt and amendment to the General Plan for the Equity and Social Justice Element (Exhibit A), incorporated herewith by this reference.

PASSED AND ADOPTED on the 24th day of October, 2023.

McArthur Wright, Mayor

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3 ATTEST:

Cindy Villescas, City Clerk
I do hereby certify that the foregoing Resolution No. 23-___ was duly adopted by the City Council of the City of Twentynine Palms at a regular meeting thereof held on the 24th day of October by the following vote:

AYES: COUNCILMEMBER:

NOES: COUNCILMEMBER:

ABSENT: COUNCILMEMBER:

ABSTAIN:COUNCILMEMBER
Cindy Villescas, CMC, City Clerk

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“Environmental Justice means the fair
treatment of people of all races,
cultures, and incomes with respect to
the development, adoption,
implementation, and enforcement of
environmental laws, regulation, and
policies.”
—California Gov. Code 65040.12
City of Twentynine Palms
Equity and Social Justice Element
for the
City General Plan

PURPOSE
The purpose of the Equity and Social Justice Element is to understand, appreciate, and address racism, xenophobia and other forms of injustice and social inequity, and to identify policies and programs that preserve and enhance the
strength and integrity of the social fabric of Twentynine Palms. For ourselves and our fellow citizens, we wish to preserve and protect the fair and equitable treatment of all people with respect to community engagement, access to
housing, healthcare, public and social services, and other important resources and amenities in a healthy and safe environment. It is the intent of the element to ensure that all people living, working and visiting in our community are able to live in a safe and healthy environment, and to minimize the effects of environmental hazards and prejudice, social injustice regardless of race, ethnicity, religion, or income level.

BACKGROUND
This element analyzes issues associated with environmental and social justice in Twentynine Palms and addresses long-term community equity by establishing policies and programs that increase participation in the public decision-making process, reduce exposure to environmental hazards, and enhance access to quality education, healthy food, healthcare, affordable and decent housing, and

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“Disadvantaged communities” means
an area identified by the California Environmental Protection Agency pursuant to Section 39711 of the Health
and Safety Code or an area that is a
low-income area that is
disproportionately affected by
environmental pollution and other
hazards that can lead to negative health
effects, exposure, or environmental
degradation.
—California Gov. Code 65302(h)
“That the federal government should
pursue a comprehensive approach to
advancing equity for all, including
people of color and others who have
been historically underserved
marginalized, and adversely affected by
persistent poverty and inequality.”
—Executive Order 13985
fitness and recreational resources. The Equity and Social Justice Element provides information and guidance to
realize the goals of equity and environmental and social justice in the community.

Issues of equity and environmental and social justice can arise from geographic and procedural inequities.

Geographic inequities occur when areas and specific
populations with high percentages of low-income residents, minority residents, and/or immigrant communities are
exposed to poor environmental hazards and related health problems. Procedural inequities occur when the same communities face obstacles to meaningful input during the decision-making process on matters that directly affect their neighborhoods. Geographic and procedural inequities can be caused by development patterns that concentrate undesirable or unhealthy land uses in proximity to low-income or minority neighborhoods, the placement of desirable public amenities outside of disadvantaged communities and limited or non-existent political influence among certain demographic groups.

The environmental justice movement took form in 1968 and gained momentum throughout the 1970s and 1980s. In 1992 the US EPA officially defined “environmental justice.” In 1994, with President Clinton’s Executive Order 12898 “Federal Actions to Address Environmental Justice in Minority Populations,” the movement received significant attention at the federal level.

Twentynine Palms City Council Resolution 21-21
On October 12, 2021 the City Council of Twentynine Palms passed Resolution No. 21-21 “denouncing xenophobia/racial injustice and strengthening commitment to racial equity/diversity and affirming xenophobia a public health crisis.” This Equity and Social Justice Element sets forth policies and programs to implement Resolution 21-21 and ensures that as the City continues to grow, it maintains an active barrier against potential threats of racism and xenophobia. All residents of the City should feel welcome and safe from the geographic and procedural inequities that many other cities have seen.

Environmental Justice in California
California’s concern for environmental justice dates from the 1991 establishment of the state Environmental Protection Agency. California Government Code Section 65040.12(e) defines environmental justice as “the fair treatment of people of all races, cultures, and incomes with respect to the
development, adoption, implementation, and enforcement
of environmental laws, regulations and policies.” Since its beginning, the Environmental Justice Movement has
broadened its focus beyond reducing the disproportionate burdens of environmental pollution experienced by certain communities to include social equity concerns such as the distribution of municipal services, access to affordable housing, parks and healthcare, and healthy food. It is now more broadly considered the Environmental and Social
Justice Movement. The California Environmental Protection Agency has established State

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environmental justice policies and standards, and the Governor’s Office of Planning and Research (OPR) coordinates environmental justice programs statewide.

California Government Code Section 65302(h) requires that if a city identifies “disadvantaged communities” within its General Plan area, the city’s General Plan must include an Environmental Justice Element, or related goals, policies and objectives integrated into other Plan elements. A more comprehensive discussion of “disadvantaged communities” as defined by California EPA is found below in the section titled, “Measuring Environmental and Social Inequities.”

SCOPE AND CONTENT
It is important to note at the outset that the General Plan Advisory Committee (GPAC) and the public have generally indicated that Twentynine Palms is an equitable and just community and does not suffer the same levels of social and economic segregation and inequities that stem from historic race and xenophobia-based policies as seen in many other communities. As with most communities, there are still undercurrents of racial bias and the impetus for this Equity and Social Justice Element comes from a collective desire to openly discuss these undercurrents. The intent is to raise the level of community awareness and foster greater cultural competency so that everyone who belongs to a minority group feels included and safe in the City. As Twentynine Palms is a relatively younger jurisdiction, the community finds that now is the time to put this perspective at the forefront of planning decisions.

The City’s Equity and Social Justice Element (ESJ Element) is related to many other 2040 General Plan elements, particularly Land Use, Circulation and Mobility, Housing, Air Quality and Climate Stability, Public Services and Facilities, Parks and Recreation, Safety, and Healthy and Sustainable Community and almost every other mandated and optional General Plan element. Decisions made related to the types of land uses, location, density and intensity of land uses, transportation systems, and street designs all contribute to public health and environmental justice. Essentially every decision the City makes regarding the General Plan involves in some way environmental and social justice and equity.

The heart of the ESJ Element is contained within its policy statements. Policies further refine the goal statements and provide a clear direction for decision-making. Policies frequently include “shall” statements to provide unequivocal directives. Decision-making criteria, major development standards

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and funding priorities are best established by clear General Plan policies. Solid policy is based on a solid foundation of information. The analysis of data collected during the planning process for this element has provided the City with valuable knowledge about trends, existing conditions, and projections that policy is designed to address.

PUBLIC PARTICIPATION
Historically, members of minority
communities, those of lower economic
means and those otherwise disadvantaged
in the community have not had meaningful
voices in decisions that affect their
communities or environments. Many feel
disenfranchised and may not participate in
local decision-making processes, such as
elections, community workshops, or serve
as public officials. The causes of this relative
isolation of some groups from civic
processes may also be caused by a
combination of cultural and/or language
barriers, lack of information, inadequate understanding of civics and civil processes, lack of exposure to the decision-making process, and lack of outreach efforts on the part of community organizers.

A crucial component of developing and maintaining the Equity and Social Justice Element is public awareness and engagement via involvement in community governance and planning activities such as workshops, public study sessions and hearings. In these venues, all community members have been encouraged to participate. In addition, groups of stakeholders representing a range of public interests are encouraged to provide ongoing input.

Community Outreach
As a part of the development of this element, the City Council established GPAC comprised of five Twentynine Palms residents from a variety of backgrounds and experiences. The GPAC met as a group and also participated in community workshops held during development of this element. The GPAC discussed equity and social justice issues that are manifestations of racism, xenophobia, gender bias and other forms of prejudice. They also reviewed a variety of data, information, and considered a wide range of community input. Finally, the GPAC reviewed the Draft Equity and Social Justice Element prior to its review by the Planning Commission and City Council.

Community Workshops and Summary of Input
Community workshops on the Equity and Social Justice Element were held in the fall of 2022 and were well-attended by a broad cross-section of the community. Six topical stations were set up addressing equity and social justice in transportation, public services, healthcare, housing, food and nutrition, and education. Handouts were also provided on each topic and each station was staffed by either a planner or a GPAC member who facilitated discussion and recorded input. Attendees included residents, business owners, professionals and service providers who described their hopes, concerns and vision for the community. During many one-on-one and group sessions, comments were recorded on

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comment cards and large pads of paper. All comments were photographed and documented (see ESJ Element Appendix A: Summary of Public Outreach).

Following the community workshops, an additional public meeting was held in January 2023 to provide an additional opportunity for members of the community to provide personal testimony regarding issues of equity and social justice. Members spoke about personal experiences and gave suggestions on achieving and preserving an equitable and just community. Comments, concerns and recommendations were recorded on video and written documentation. The major themes raised included:
• Better communicating experiences and perspectives with one another and to protect the community from making the same mistakes as many larger and older cities have made; • Protect everyone and clearly communicate that racism and xenophobia are not tolerated in Twentynine Palms;
• Prevent biased law enforcement;
• Need to address discriminatory behavior in local schools; • Need for minority representation in the school district faculty; • Need to organize non-athletic activities for young people; • Need for mentorship and job training for young people; • Lack of childcare options;
• Lack of affordable housing;
• Unfair housing practices;
• Need to protect neighborhoods from high influx of short-term rental business; • Need for inclusive public art and murals; urgency to maintain the surrounding natural environment; concerns over the increase of trash, noise and light pollution; • Need for full-service grocery stores; inability to travel the distance to neighboring cities for services and amenities.

All input received from the community workshops and the public meeting are included in Appendix A of this element.

MEASURING SOCIAL AND ENVIRONMENTAL INEQUITIES
A wide range of metrics are used to measure how well a community is performing in addressing equity and social justice issues. To ensure that all residents of Twentynine Palms receive fair and equitable treatment with regard to the provision of safe housing, clean air and water, and access to public services and amenities, community decision-making processes, and environmental health, it is necessary to identify environmental, economic and social factors that place community members at a higher level of vulnerability. The methods of identifying these factors are described here.

CalEnviroScreen 4.0
CalEnviroScreen 4.0 is a science-based tool created by CalEPA and the Office of Environmental Health Hazard Assessment (OEHHA) to identify

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communities in California that are disproportionately affected by sources of pollution, and that are often especially vulnerable to pollution’s effects. It is a tool that can serve to provide context for the assessment of issues of equity and social justice.

The tool measures 21 factors or
indicators to gauge the “Pollution
Burden” and the “Population
Characteristics” for each state census
tract. Pollution Burden and Population
Characteristics are assigned percentile
scores according to how each census
tract ranks among all the state census tracts.1 Higher percentile scores indicate higher levels of vulnerability. Census tracts with scores of 75% or higher (meaning 75th percentile among all state census tracts) are among the highest burdened census tracts and are designated as “disadvantaged communities” by CalEPA.
“Disadvantaged Communities”
SB 1000 defines “disadvantaged communities” as areas identified by the California Environmental Protection Agency (CalEPA) pursuant to Gov. Code Section 39711 of the Health and Safety Code, or “low-income areas”. It includes those disproportionately affected by environmental pollution and other hazards, which can lead to negative health effects, exposure, or environmental degradation. SB 1000 further defines “low-income areas” as those with household incomes at or below 80 percent of the statewide median income, or with household incomes at or below the threshold designated as low income by the Department of Housing and Community Development’s list of state income limits adopted pursuant to Gov. Code Section 50093.

The CalEnviroScreen 4.0 (October 2021) shows that there are no “disadvantaged communities” within the City of Twentynine Palms city limits. The City’s census tracts have total CalEnviroScreen scores ranging between 10% and 50% which is better than 50 to 90 percent of the state’s census tracks; the highest scoring tract (40-50%) is located in the eastern portion of the City. The city limits and the surrounding sphere scored low enough (better) among a number of the data factors to warrant an overall lower (better) percentile score. However, several individual indicators within these aggregated data received higher (worse) scores and highlight specific environmental and socioeconomic vulnerabilities. These factors of concern are discussed below in greater detail. 1 CalEnviroScreen 4.0 Report (2021), 12-15.

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POPULATION VULNERABILITY

INDICATORS
For an in-depth analysis of socioeconomic factors unique to Twentynine Palms, see the City’s General Plan Housing Element, Appendix A, Assessment of Fair Housing. The factors listed below are discussed at length in the assessment.

Population, Race and Ethnicity
As of the 2020 US Decennial Census, the city’s population is approximately 28,065. The population of Twentynine Palms increased approximately 12% between 2010 and 2020.2 The population consists of

56.5% males and 43.5% females, and the median age is 24.2 years.

A slim majority of Twentynine Palms
residents are White (52%), with Hispanic
or Latino residents comprising 24.5% of
the population, and Black or African
Americans comprising 10.1%. Native
American residents make up 0.9%, Asians

2.8%, and Native Hawaiians and other
Pacific Islanders 2.1%.3
Population Indicators
CalEnviroScreen identifies vulnerable populations by measuring eight indictors which are divided into two categories: Sensitive Population Indicators and Socioeconomic Indicators. Four of the six Socioeconomic Indicators are discussed here: poverty, educational attainment, unemployment and 2 U.S. Census Bureau, “2020 Decennial Census, Race and Ethnicity, Twentynine Palms, CA,” Quick Facts, accessed February 2, 2023, https://data.census.gov/profile?g=1600000US0680994. 3 U.S. Census Bureau, “2020 Decennial Census, Race and Ethnicity, Twentynine Palms, CA,” Quick Facts, accessed February 2, 2023, https://data.census.gov/profile?g=1600000US0680994.

Figure 1: US Census Bureau, "2020 Decennial Census, Race and Ethnicity."

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housing burden. Sensitive populations include people who have certain health conditions such as heart disease, asthma, and those who have genetically compromised immune systems. One of Sensitive Population Indicators is discussed here, cardiovascular statistics, because the City’s percentile score ranks very high (worse) than the state average.

Table 1: Twentynine Palms Socioeconomic Indicator Scores Census
Tracts
Poverty Education
Attainment
Unemployment Housing
Burden
Cardiovascular
104.21 93.67 35.88 96.81 71.89 99.70
104.22 80.95 47.77 82.32 Insufficient
data

99.70 104.02 83.04 11.35 82.33 14.69 99.29
104.15 53.48 54.85 Insufficient data 63.97 99.70
104.16 81.91 49.19 79.73 25.32 99.48
104.09 79.82 50.73 76.05 4.03 99.53

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Figure 2: Twentynine Palms Census Tracks
Poverty is an important component to this Equity and Social Justice Element for two reasons. First, higher rates of poverty lead to higher rates of stress and compromised physical health. Second, the economically disadvantaged are less able to afford necessities such as transportation, adequate housing, nutritious food, childcare, medical care, and access to safe outdoor recreation areas. The six census tracts in Twentynine Palms rank relatively high among the state’s census tracks in terms of percent of the population living within the poverty level.

According to the U.S. Census Bureau, a household is considered to be living in poverty if the total income of household members is less than the poverty level before taxes. Due to higher costs of living in California, the poverty threshold is twice the federal poverty level. For example, the federal poverty level for a family of four is $27,750. In California, the poverty level for that same family is $55,500.

Families with incomes ranging from the poverty level to 200 percent above the poverty are considered “low income.” Families living under the poverty line or just above the poverty line (“low income”) face similar circumstances of struggling to meet basic needs.

Median Household Income and Poverty Rate
The median household income (MHI) for
Twentynine Palms is approximately 33% lower
than the county MHI and is below the federal
poverty level which is $55,500 for a family of
four. Furthermore, according to the Housing
and Community Development Department, the
MHI for Twentynine Palms is below the “low
income” level for a family of one. The poverty
rate for Twentynine Palms, 19.9%, is higher
than that of the county and state.4 This is due
to a combination of factors that include lower
costs of living, lower education attainment
level, and fewer higher paying job
opportunities.

Education attainment refers to the highest level of education a person has received. Higher education attainment correlates with higher paying careers and a degree of economic protection during periods of recession. For a municipality, this can lead to greater economic gains, higher tax revenue, and fewer requests for social services.

The table below compares high school and bachelor’s degree attainment from the national level to the local level.5 Twentynine Palms ranks higher (better) than the county and the state for percent of 4 US Census Bureau, “American Community Survey 2017-2021,” Quick Facts, accessed February 2, 2023, https://www.census.gov/quickfacts/fact/table/twentyninepalmscitycalifornia,sanbernardinocountycalifornia,CA,US/EDU68 5221#EDU685220.
5 US Census Bureau, “American Community Survey 2017-2021,” Quick Facts, accessed February 2, 2023, https://www.census.gov/quickfacts/fact/table/twentyninepalmscitycalifornia,sanbernardinocountycalifornia,CA,US/EDU68 5221#EDU685220.

Figure 3: Census Bureau, "ACS 2017-2021."

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population earning a high school degree or higher, and just above the county for a bachelor’s degree or higher. The City ranks below the state level for bachelor’s degree or higher. A lower number of college graduates may correlate with fewer people earning higher wages.

Table 2: Education Attainment Level Comparison
% of Population 25 years+ with a: High School degree or higher Bachelor’s degree or higher United States 88.9% 33.7%
California 84.2% 35.3%
San Bernardino County 81.1% 21.9%
Twentynine Palms 91.6% 23.9%
Housing Burden is a measure of housing affordability which includes household income and housing costs. Housing costs include utilities, monthly rent or mortgage, interest, property taxes, insurance, and fees. A household is “cost-burdened” if the total amount of housing costs exceeds 30% of the household income, and those households where the housing costs exceed 50% of the household income are considered to be “severely cost-burdened.” For a complete report on Twentynine Palms Housing Burden, see the Appendix A “Assessment of Fair Housing” of the General Plan Housing Element 2021-2029.

The unemployment rate is an estimate of the percentage of people in the labor market who are not working but are available to work and have searched for employment over the previous four weeks.

The table below compares 2021 and 2022 unemployment rates for nearby cities in San Bernardino County as well as the state. The unemployment rate for the City of Twentynine Palms ranks lower than other cities in the region and just above the county.

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Figure 4: “Labor Force and Unemployment Rate for Cities and Designated Places.” Employment Development Department, State of California.

Employment and Geographic Isolation
While “isolation” may be a strong term, the City is located in a part of the county that is largely removed from the major urban metropolitan areas where the greatest level of economic activity, employment and wages are realized. The City is exploring various opportunities to bring more and better paying jobs to the community and is expected to improve the City’s employment standing in coming years.

Cardiovascular health data are obtained via statistics from emergency department visits and deaths related to cardiovascular events such as heart attacks. Cardiovascular disease points to other underlying health issues such as diet and access to healthy food, level of physical activity, smoking, and exposure to air pollution. All six census tracts in Twentynine Palms carry a percentile score of over 99%, which is extremely high (worse) for this health factor.

POLLUTION BURDEN INDICATORS
The CalEnviroScreen 4.0 Pollution Burden percentile score includes thirteen factors. Eight are categorized as Exposure Indicators and five are categorized as Environmental Effect Indicators.

Exposure Indicators are pollutants that may come into contact with residents and expose residents to risks such as: ozone concentration in the air; PM 2.5 concentration in the air; suspended diesel particulate matter; drinking water contaminants; children’s exposure to lead paint in the home; toxic releases from facilities; high-hazard agricultural pesticides. Environmental Effect Indicators are defined as “adverse environmental conditions caused by pollutants,” which include the following: toxic cleanup sites; solid waste sites and facilities; hazardous waste facilities and generators; impaired surface water bodies; and groundwater threats from leaking underground storage sites and cleanups.

The six census tracts comprising Twentynine Palms carry relatively low percentile scores for all but six of the Pollution Burden Indicators: ozone air pollution exposure, lead paint exposure, solid waste pollution, clean-ups, groundwater threats. The following table shows the CalEnviroScreen census tract pollution burden percentile scores for only those indicators that earned higher than average scores. A score of zero means that no threat was found in that tract. Indicators are further described below. Also see the City General Plan Air Quality Element.

Table 3: City Pollution Burden Scores
Census Tracts Ozone Lead Cleanups Solid Waste Groundwater Threats 104.21 84.58 67.37 0 0 92.48
104.22 91.05 56.48 0 0 32.38
104.02 77.09 41.13 0 70.42 77.93
104.15 91.05 34.48 0 0 0
104.16 88.82 64.987 79.69 0 0
104.09 64.93 67.31 97.52 94.11 22.13
Ozone is the most prevalent form of pollution in Twentynine Palms; San Bernardino County has higher levels of ozone than surrounding counties. Ozone forms in the atmosphere as a secondary pollutant

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when nitrogen oxides and volatile organic compounds react to ultraviolet light. Due to the increasing presence of the logistics industry and increased traffic on freeway systems, the county is highly susceptible to higher-than-average air pollution. Prevailing air currents tend to push pollutants eastward. Ozone concentration in California ranges from 0.03 – 0.07 ppm. On average, the City’s ozone concentration is higher than 83% of all of the state’s census tracts. The ozone indicator is based on the summer months’ mean of the daily maximum 8-hour ozone concentration (ppm). This measurement is used to represent short-term ozone health impacts.

Lead is a toxic metal that occurs naturally in the environment. However, the highest levels of lead present in the environment are a result of human activities. Historically, lead has been used in house paint, plumbing, and as a gasoline additive. While lead levels have declined over the past five decades in the United States, it persists in older housing. Housing built prior to 1978 is more likely to have leadbased paint. The federal government banned the use of leaded pipe and solder in new plumbing systems in 1986, but many remaining pipe networks in older cities and homes predate the policy. In Twentynine Palms approximately 60.8% of the housing units were constructed before 1989.6 There are no known safe levels of lead exposure. Young children are especially susceptible to the effects of lead exposure and can suffer adverse health effects, particularly in the brain and nervous system. This increased susceptibility is due
to children’s unique exposure pathways,
developing brains, and differences in the
absorption of ingested lead. Children’s
exposure to lead even at low levels can lead
to a higher likelihood of lower IQ and
educational performance outcomes, and
symptoms of attention deficit hyperactivity
disorder (ADHD).

Cleanup sites are places that are
contaminated with hazardous materials and
require clean up by the property owners or
government. The four cleanup sites found
in two census tracks are formerly used
defense sites which are now inactive. The Condor Field #3 northwest of the city requires action as of 2018 due to the presence of rocket fragments. These sites do not pose a threat to the surrounding human population at this time.7
Solid waste facilities are places where household garbage and similar kinds of waste are collected, processed, or stored. These include landfills and composting or recycling facilities. The five solid waste sites noted on CalEnviroScreen have been deemed to either be closed, or, in the case of the Twentynine Palms Transfer Station, to be fully permitted and in compliance. One additional site located on the Marine base is managed by the Department of Defense. 6 SCAG, “Local Housing Data for the City of Twentynine Palms,” April 2021. 7 Department of Toxic Substances Control, “EnviroStor,” Access February 3, 2023, https://www.envirostor.dtsc.ca.gov/public/profile_report?global_id=80001082

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Groundwater can be contaminated by leaks from storage tanks either above or underground that hold hazardous chemicals. Twentynine Palms has a total of 67 groundwater cleanup sites both on the Marine base (census tract 104.02) and in the city limits (census tracks 104.21 and 22). All cleanup sites have been remediated and closed.8

CATEGORIES OF EQUITY AND SOCIAL

JUSTICE
The California Governor’s Office of Planning and Research (OPR) and CalEPA have identified several community planning categories that are essential to address in the pursuit of equity and social justice.

In no particular order, these include housing, food and nutrition, healthcare and availability, and public services and representation. Each of these categories and their importance to Twentynine Palms are described below. Also essential is access to recreational and open space amenities that help to further good health.

HOUSING
Housing Accessibility and Affordability
The following provides a profile of housing stock, rental vs. ownership housing, barriers to affordable housing, methods of increasing housing stock and affordability.

Review of the CalEnviroScreen 4.0 data for the City planning area indicates there are no “disadvantaged communities” located within the City or its sphere. Nonetheless, this element (and the Housing Element) include policies and programs intended to promote safe and sanitary housing, and to improve housing accessibility and affordability. Housing equity and sustainability are closely tied to location and access to non-residential services, including schools, childcare, healthcare, and shopping.

Minimum standards of quality are also essential aspects of housing equity, as is affordability.

Governmental and non-profit efforts serve to bridge the tension between quality and affordability.

The City can also take actions to preserve existing quality housing stock in addition to pursuing or participating in programs to create additional affordable housing. Enforcing land use and building code, seeking input from community groups, facilitating training for local jobs in green and sustainable construction and home retrofits, and participating in programs to assist with maintenance are examples of mechanisms to ensure quality housing stock.

Other steps the City can take to improve housing affordability include encouraging housing production and facilitating funding for affordable housing. The City actively works to streamline housing planning, permitting, and construction processes. Other effort the City supports are protecting renters from displacement and preserving existing affordable housing.

In 2022, the City adopted an updated Housing Element to the General Plan that is intended to address the housing needs of the community over the next eight years. 8 State Water Resources Control Board, “Geotracker,” Accessed February 3, 2023, https://geotracker.waterboards.ca.gov/map/?global_id=T10000004916#.

Figure 5: Department of Toxic Substances Control, EnviroStor web map.

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Housing Equity: Public Input
In general, workshop participants did not see racial discrimination as a major contributor to housing inequities in the City. They also acknowledged that the State of California has already made discrimination of any form illegal in the housing sector (fair housing laws, etc.). Most comments were centered around economic hardships. Housing prices and the cost of living continue to rise making it difficult for lower income households to secure affordable, stable housing in general. Hardships are exacerbated by the lack of employment opportunities and good wages, familial status and presence of family members to offer extra support in the home (single parent households have additional responsibilities). Some comments centered around the need for greater financial literacy in order to navigate the affordable housing landscape, financial aid opportunities, home ownership options, and improving one’s credit score. The rise of short-term vacation rentals were also identified as a trend that both benefits neighborhoods containing abandoned homes, but also adversely affects neighborhood cohesion and housing affordability.

FOOD AND NUTRITION
Community input indicates that the City is
in need of a greater diversity of grocery
stores and other food outlets that can
better provide a variety of quality,
affordable and accessible sources of
healthy food. Consistent with community
concerns, it is found that those living in
rural areas, low-income neighborhoods,
and communities of color are more likely
to have limited access to healthy and
affordable foods.9 This is especially
important for the City population where cardiovascular health is rated poorly across all planning area census tracts (see Table 1, above). Other adverse health conditions associated with inadequate or unhealthful diet include obesity, high blood pressure, high cholesterol, heart disease, diabetes, and cancer.

There are a variety of approaches to improving access to healthy foods including thoughtful zoning, streamlining approval of grocery stores and related uses, policies that increase access to farmers’ markets, and promoting community gardens and small-scale urban farms. Communities can also work with local convenience and full-service stores to increase affordable fresh produce selection, and establishing food procurement policies. Residents suggested that the City’s website offer general information about local food assistance programs and food pantries. Several comments also suggested that the City provide space for food preparation and cooking classes.

Obstacles to an expansion of fresh food outlets include the City’s remote location, its relative isolation from other markets, and the limited market to attract competition and variety. Improving access to 9 Office of Disease Prevention and Health Promotion. (2020). Access to Foods that Support Healthy Eating Patterns.

Retrieved from https://www.healthypeople.gov/2020/topics-objectives/topic/social-determinantshealth/interventions-resources/access-to-foods.

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locally grown food can also help reduce trip generation and miles traveled, promote locally sourced food, and support mixed use for food retail, farmers markets, and other food stores.

HEALTHCARE SERVICES
The health of the community is dependent on many factors, including the food we eat, the water we drink and the air we breath. Our health is also affected by our opportunities for and access to open space, recreation, exercise and socializing. For instance, planning area data show that the community suffers from a high percentage of those with cardiovascular disease. Health disparities include differences in physical health and mental health status among distinct segments of the population, including differences that occur by gender, age, race or ethnicity, sexual orientation, gender identity, education or income, disability or functional impairment, or geographic location, or the combination of any of these factors. (California Health and Safety Code 131019.5) Healthcare Equity: Public Input
Public comments pertaining to healthcare centered on a general lack of information about local medical facilities and the type of help that is available to patients at these local facilities. Other comments concerned the fact that the only hospital in the region, Hi-Desert Medical Center, is up to twenty-five minutes away in Yucca Valley. The need for mental health outreach and services was also voiced.

Hi-Desert Medical Center (HDMC)
Local and area providers of mental health counseling and other services include Hi-Desert Medical Center, a 59-bed acute care located 12.5± miles west of the center of the City in Joshua Tree. HDMC is a part of the Desert Care Network, which includes Desert Regional Medical Center in Palm Springs and JFK Memorial Hospital in Indio. HDMC provides a wide range of inpatient and outpatient diagnostic, treatment and rehabilitation services, home health and hospice services, and a variety of community outreach programs. HDMC also has extensive online resources on healthy living, including exercise and diet, cardio-vascular health, emotional and behavior health, and others.

Morongo Basin Healthcare District/Morongo Basin Community Health (MBCH) With service facilities in Twentynine Palms and Yucca Valley, MBCH is a service of the Morongo Basin Healthcare District, a public healthcare district formed under Government Code Sections 32000-32492.

MBCH staffs and operates clinics at the Morongo Basin Community Health Center and provides an array of health services, including primary care, pediatric care, specialty care, dental, and emotional/behavioral health care. MBCH centers also accepts Medi-Cal/IEHP, Tricare and most private insurances. A sliding fee-scale is available to those with fixed or no income so that anyone may be seen for a nominal cost. Clinics also provide assistance in completing applications for medical insurance benefits. Of particular interest to City residents is the availability of prenatal and pediatric care, two areas of focus at MBHC clinics. They also offer a free LIFT Transportation program that can pick clients up from their home and take them to our program, free-of-charge. (Web site:
https://www.mbhdistrict.org/CHCoverview.php)

EDUCATION, EQUITY AND JUSTICE

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Morongo Unified School District (MUSD)
The City and Sphere are located within the Morongo Unified School District, which encompasses the Morongo Basin. MUSD has eleven elementary schools, two middle schools, two comprehensive high schools, one continuation high school, two state preschool programs, and a special education preschool program. With a diverse student body, the District provides a wide array of programs, including special education, English Language Learners Program, athletics, advanced placement, GATE, and many others. MUSD facilities in the City include an elementary, middle and high school.

The MUSD Dashboard provides a variety of data on District schools and student performance for the City’s elementary, junior (middle) and high school. In 2019, District-wide, 71.2 percent of MUSD students were characterized as being “socioeconomically disadvantaged”, while 69.4 percent of Twentynine Palms High School students were so characterized.10 The dashboard measures rates of absenteeism and suspension, language and math competency, and a variety of teacher/staff performance standards. District-wide, chronic absenteeism was 14.3 percent (a 3% decline over previous year) and graduation rates were 81.2 percent.

Under the analysis category of
“behavior” the District reviews
rates of chronic absenteeism and
suspensions. In 2021, the District
recognized that “The district's
high suspension/expulsion rate
and chronic absenteeism rate are
barriers to students accessing the
broad course of study as students
must be in class to participate
fully in their own education.”
African-American students had
the highest suspension rate (14.6%) in 2019. For years 2017,2018/2019, the average suspension rate for all students was 9.23 percent. In response to these challenges, the District has implemented a multi-year system that addresses behaviors, attendance, and academics.

The MUSD has established a restorative justice youth court to avoid or minimize expulsions and improve access to a broad course of study. Performance goals and metrics are assigned to each school so that English language arts (ELA) and math achievement, as well as attendance and suspension goals, are addressed monthly at the staff meetings and professional developments. The District’s Saturday School program provides enhanced academics for students with excessive absences. This District also has expanded alternative education options that allow students to access the broad course of study through flexible programs, both independently and remotely, as well as in-person or using a hybrid method.
10 California School Dashboard web site, accessed 12.29.22. https://www.caschooldashboard.org/reports/36677770000000/2018

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“Copper Mountain College commits to
closing the achievement and
opportunity gaps that exist in the
education system by intentionally
focusing on disproportionately
impacted and historically marginalized
student groups. The college further
commits to breaking down existing
systemic barriers, fostering equal
opportunity, and providing access to
quality higher education for all
students.”
CMC Equity Statement
Beyond the District’s own recognition of the suspension and related problems, and the District’s programs and activities it is pursuing, comments and concerns have been raised by members of the public attending public workshops and GPAC meetings on issues of equity and social justice in the District. The disproportionate number of African-American students who are suspended has been attributed to a lack of diversity in the teaching and
counseling pool at the District. The District and its students will benefit from a conscious effort to recruit, employ and retain more teachers, counselors and administrators of color who can inspire students of color and advocate for their success.

While student performance metrics change from year to
year, the data and information collected by the District and the state clearly indicate the need to address inequities in instruction and student behavior. Household income is
linked to academic achievement. Schools tend to focus on raising test scores and attendance rates as public funding is aligned with these metrics. Cities often focus on increasing economic opportunities in the hopes of increasing property values and tax bases. Both are necessary foci. However, there is a need to target poverty specifically and to help lower income families with school-aged children access resources such as childcare, tutoring, after school programs and enrichment activities, special education, technology, and job training.

Cooper Mountain College (CMC)
Cooper Mountain College (CMC) is a California Community College operated by the Copper Mountain Community College District and located 10 miles west of the City. CMC is fully accredited by the Accrediting Commission for Community and Junior Colleges of the Western Association of Schools and Colleges. Many of the CMC courses are transferable to the California State University and at the University of California system. In addition to the main campus east of Joshua Tree, CMC also operates a satellite campus at the Marine Corps Air Ground Combat Center with classes open to both military personnel and civilians. In 2022, The college currently serves approximately 6,000 enrolled students annually with 30 full-time faculty and 100 adjunct faculty. CMC also offers more than a dozen scholarship programs that can be found on its website (see below).

The CMC Military Base Office located on base provides services to active-duty military students, military dependent family members, and civilians. Services include academic advising, application processing, course registration, counseling, Tuition Assistance program processing and library book check-outs from the CMC Greenleaf Library. CMC offers a multitude of foundational and transferable classes at the Base. Textbooks for these courses are on reserve in the Base Library. Civilian students may also attend CMC classes offered on base with official verification of enrollment in the course. A basic skills program in mathematics, reading, and writing is also taught at the CMC Marine campus.

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In addition to substantial curricula in science, humanities and the liberal arts, CMC also offers the following programs:

OCCUPATIONAL/VOCATIONAL EDUCATION: The college offers technical training and education in fields justified by student demand and enrollment. The college’s aim is vocational competence for students and an appreciation of citizenship responsibilities. Students may work toward: (a) earning a certificate and/or (b) an associate degree. Refresher courses are also offered, as well as courses in which new and/or upgraded skills are required to take advantage of employment opportunities. Some of the courses completed will transfer to four-year institutions.

ADULT EDUCATION: Many adults are choosing to return to college to acquire new and upgrade old skills and knowledge sets. The program focuses on improved skills and knowledge in reading, writing, math, English as a Second Language, High School Completion, and preparation for the General Education Development (GED) Test. In this regard, students can take college courses at CMC to fulfill high school credit requirements.

TUTORING & ACADEMIC SUPPORT CENTER (TASC): CMC’s Tutoring & Academic Support Center offers tutoring, both in-person and online, in many subjects for all enrolled students. Staffed by both student and faculty tutors, TASC provides one-on-one, drop-in assistance with homework, lessons, concepts, major assignments, and study skills. The tutoring services are completely free, and no appointment is needed. TASC is located across the parking lot directly south of the Bell Center. Student must enroll in ASC 100 Supervised Tutoring in order to access TASC's services. Updated schedules and subjects can be found at https://www.cmccd.edu/current-students/tutoring/ or by calling (760) 366-3791 ext. 0513 or email [email protected].

Education Equity: Community Input
Overall, the concerns expressed by members of the community centered on a lack of funding and resources for activities, arts and cultural programs, and after school programs for all ages from preschool through college. Residents said they need more educational and cultural options kids and young adults, and expressed concerns that there are very few extra-curricular activities and advance placement (AP) courses offered at school and that students may not be ready for college. Residents also commented that teens and young adults need additional support in the forms of after school activities, arts and cultural programs, career counseling, and financial literacy. Some participants stated that there are not enough childcare and early childhood education options, and that this prevents parents from pursuing work and higher education. This also delays the educational growth of children.

Importantly, residents commented that the schools need to work harder to attract more AfricanAmerican (and other persons of color) as teachers and administrators. This would positively affect minority students and foster a more diverse culture for everyone.

PUBLIC SERVICES AND EQUAL REPRESENTATION
Governmental representatives and service providers should look like the various members of their community. This does not mean that racial, ethnic or socioeconomic groups should be strictly numerically represented but that in general they should reflect the makeup of the community. Gender balance is also important, including recognizing and involving members of the LGBTQ community. The

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City has been well represented by its diverse population; however, there are many opportunities to involve more women and persons of color in the governance of the City.

Public Services: Community Input
Participants at workshops stated that the City needs more local, community-based law enforcement rather than the county sheriff who is perceived as not as accountable and not as responsive or compassionate. Comments also encouraged development of local law enforcement that would be more dynamic in providing a greater diversity of officers, and officers trained in a wider variety of community policing strategies to de-escalate situations. Having an unarmed crisis intervention team was also suggested.

Public safety and law enforcement are rapidly evolving to establish and implement new approaches to law enforcement and intervention. These include Support Team Assisted Response (STAR) programs that send a health clinician and paramedic to respond to certain 911 calls about non-emergency and nonviolent behavior calls. Police officers and 911 operators are redirecting calls for minor and nondangerous complaints to STAR teams. Recent research on implementation of STAR programs indicates a drop in reports of minor offenses by one-third in cities with STAR programs.

Other recurring comments centered on the City Council. Attendees felt that Councilmembers should be more accessible and communicative. Recommendations include dissemination of more information more frequently about events and meetings. Also, it was suggested that the City Council could demonstrate greater support for minority communities by attending events sponsored by minority groups and organizations in addition to attending the City-sponsored events. Moreover, strong support was voiced for making the community’s downtown building murals more representative of the City’s population by including people of color and art by and for minority residents. Public input also called for more community programs supporting youth, the arts and culture. It was also suggested that the City consider holding public meetings after work hours rather than during the work day.

Public Service: Next Steps
By continuing to diversify the positions held by elected and appointed officials, and positions at City Hall and elsewhere in the community, the City inspires and affirms principles of fair and equitable treatment by our local government. Formal opportunities to expand the diversity, equity and inclusiveness of local government and Services can be assured by institutionalizing equity and social justice. This can be accomplished, in part, through the establishment of a Council-appointed Equity and Social Justice Advisory Committee.

TRANSPORTATION
In part, local transportation constraints are caused by the dispersed urban pattern in the Morongo Basin and
the substantial distances between urban areas. Decades
of land use planning have resulted in a pattern
characterized by and highly dependent on the
automobile as the only viable transportation option.

This has resulted in high environmental, economic,
health, and social costs. Within the community, land use compatibility should take into account the

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“I thought about it while riding my
bike.”
Albert Einstein on the
Theory of Relativity
value of mixed-use development, higher residential densities and more efficient use of municipal infrastructure.

As with other challenges to urban land use,
diversity is an important principle that can address
a wide range of issues, including proximity of
homes to schools and shopping, ability to walk or
bike to a destination, including to schools and
parks, convenience shopping, and for health and
recreation. The General Plan Circulation Element
includes goals and policies that promote
coordination with the Morongo Basin Transit
Authority (MBTA) on the expansion of transit
service within and between basin communities. It
also promotes ride-sharing and park and ride
facilities. Bus stop designs that are climateappropriate are also promoted in the Circulation Element. Efficient and accessible transit is essential in the City’s broadly distributed land uses and seasonally hot climate.

Active Transportation Options
Active transportation refers to non-motorized means
of getting about, including walking and bicycling.

Important considerations include walkability, access,
convenience, connections and facilities that easily
accommodate a wide variety of trips. Non-motorized
transportation routes, including trails and Class I
through II bike paths, also serve as a recreational
amenity that encourages exercise and exploring the
community. Beyond their practical use for people to
get around, trails and bike paths also provide greater
function and more efficient use of the City’s street
system, accommodating a wider range of users instead of just motorized vehicles. This multi-modal transportation system also enhances equity and social justice by lower another barrier to full participation in the life and business of the City.

Transportation: Community Input
Numerous community members cited the link between transportation options and economic opportunity. Transportation is viewed as the biggest challenge for low-income residents and families living in rural parts of the community. The transportation network mostly works for car-owners but becomes extremely challenging for anyone that doesn’t own a car or for families that have only one vehicle. Transportation challenges are compounded by the spread out, isolated geography of the City.

Local employment opportunities are currently limited and the City either needs to support more local jobs, or residents need more options to commute to other larger employment centers (Coachella

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Valley). Hours of service for some bus routes were also cited as too limited to make transit to work feasible. Service is not available early enough in the morning or late enough at night.

COMMUNITY SUPPORT AND COHESION
What can cities do to enhance and facilitate community cohesion? Cities can invest in reaching out to the community regardless of the potential revenue stream, or lack thereof.

Ideas from the workshop that arose:
• City staff can help promote community events that are not necessarily sponsored by the city itself.
• City staff and council can attend community events are not sponsored by the city. • Public service employees can attend events, stop by and say hello, as a way to reach out and promote a friendlier or more approachable “vibe.”
• The city can offer venues for workshops, community gardens, school programs, etc. • Financial literacy workshops
• Navigating the housing market workshops
• Juneteenth celebration in the park
• Display art by local tribes

FUTURE DIRECTIONS
The primary purpose of the Equity and Social Justice Element is to address systemic racism, xenophobia and other forms of discrimination and injustice and eliminate and preclude the harm certain groups of people face related to access to affordable housing, food and healthcare, as well as educational and employment opportunities. Traditionally, this element also addresses the burdens of natural resource extraction, pollution, the siting of waste, transportation, workplace hazards, expropriation of land, etc. In addition, it is imperative to prevent future inequities by promoting the development and enforcement of appropriate laws and policies.

The Goals, Polices, and Programs below set forth guidelines for key areas of equity and social justice and aid the City in addressing related issues. Although these policies and programs will help the City meet certain goals, effective environmental justice cannot be achieved by simply adopting a series of generalized policies and goals. The approach required is an ongoing commitment to identifying existing and potential issues, and then finding and enacting solutions to further lessen injustices to vulnerable communities. The City shall strive to achieve fairness and equity in all aspects of physical development and civic engagement.

GOALS, POLICIES, AND PROGRAMS
ESJ Goal 1: The preservation and enhancement of fair and equitable treatment of all people with respect to community engagement and representation, access to housing, healthcare and physical activity, efficient and accessible transportation, and public and social services in a healthy environment.

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PUBLIC SERVICES AND REPRESENTATION
ESJ Goal 2: The preservation and enhancement of fair and equitable treatment of all people with respect to community engagement and representation.

Policy 2-1: Maintain an on-going public dialogue that elevats cultural competency by increasing community awareness of existing and potential racial and xenophobic bias within the governing bodies of the City and other public agencies.

Policy 2-2: The public is informed and updated on a regular basis of the various programs and services related to equity and social justice that the City provides.

Policy 2-3: The City shall make an ongoing and persistent effort to assure that all residents across all population segments feel they are welcome members of the community.

Program 2.A: Appoint an Equity and Social Justice Committee comprised of three to five community members which periodically meet on equity and social justice issues and report annually to the City Council. The Committee may take matters of social justice to the City Council as necessary.

Responsible Parties: City Manager, City Council, ESJ Committee Schedule: Immediate; On-going. Annual report to Council Program 2.B: Provide information on the City’s website about the various public services available in the City regarding food assistance programs, healthcare clinics, youth mentoring programs, and other programs that address and help achieve equity and social justice.

Responsible Parties: City Staff
Schedule: Immediate: On-going
Program 2.C: Build and enhance partnerships with the City and the San Bernardino County Sheriff regarding neighborhood watch programs, non-emergency community response teams, and policing that fosters dialogue, familiarity and confidence between residents and law enforcement.

Responsible Parties: City Council; ESJ Committee
Schedule: Immediate: On-going
Program 2.D: City Council members shall offer monthly office hours and hold public meetings after work hours to incre4asse public participation.

Responsible Parties: City Council
Schedule: Immediate: On-going
Program 1.E: Review and expand the Art in Public Places program to actively seek out opportunities to more inclusively represent the diverse population of Twentynine Palms in the City’s murals.

Responsible Parties: Public Arts Advisory Committee
Schedule: Immediate; On-going

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HOUSING
ESJ Goal 3: A diverse housing stock that provides safe, affordable and accessible home rental and ownership opportunities.

Policy 3-1: The City shall actively participate in and encourage the development of a variety of different housing types, such as accessory dwelling units, that may offer more affordable options for seniors and for lower income residents.

Policy 3-2: Programs shall be identified and developed to help low-income residents with energy efficient and other home upgrades that will make housing more affordable.

Policy 3-3: Advocate for greater community understanding of affordable housing options and financial literacy and help residents navigate the housing market and seek out pathways to sustained homeownership.

Policy 3-4: Administer the short-term rental market in Twentynine Palms in such a way that allows homeowners to benefit from the financial opportunity, but also protects neighborhoods from adverse impacts associated with short-term rental properties.

Policy 3-5: Enhance the community’s housing stock and economic capacity by expanding pathways to better and higher paying jobs.

Program 3.A: Pursue and maximize the use of all appropriate state, federal, local, and private funding for development, preservation, and rehabilitation of housing stock affordable for extremely low, very low, low, and moderate-income households, while maintaining economic competitiveness in the region.

Responsible Parties: Planning
Schedule: Immediate; On-going
Program 3.B: Pursue and facilitate homeowner rehabilitation programs and weatherization programs funded by government and utility grants, and/or low-interest loans.

Responsible Parties: City Council; Planning
Schedule: Immediate; On-going
Program 3.C: Provide an online clearinghouse of information about state and county homebuying financial aid programs. Host public financial literacy courses that provide information about lending, reducing debt, setting financial goals, and navigating the affordable housing application process.

Responsible Parties: ESJ Committee, Planning
Schedule: Immediate; On-going

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Program 3.D: The City shall evolve and administer the short-term vacation rental market responsive to community input and decision-making.

Responsible Parties: City Council; Planning
Schedule: Immediate
Program 3.E: Facilitate enhance career readiness for all City residents by partnering with local community colleges and workforce development agencies to offer job training. Assist businesses with long-term leases and understanding city ordinances.

Responsible Parties: City Council; Economic Development Schedule: Immediate; On-going

FOOD AND NUTRITION
ESJ Goal 4: Nutritious, healthy food that is affordable and accessible to all residents regardless of income.

Policy 4-1: The City shall actively support the development of full-service grocery stores, farmers markets, and food assistance programs.

Policy 4-2: The City shall advocate for nutrition education and facilitate local daytime and evening programs, coordinating with Cooper Mountain College, county and state agencies, and non-profits.

Program 4.A: Encourage and incentivize convenience stores throughout the City to offer healthier food options to customers.11
Responsible Parties: City Council; Economic Development Schedule: Immediate; On-going
Program 4.B: Streamline the approval process for new grocery stores and encourage more centrally located development of grocers and organic markets.

Responsible Parties: City Council; Planning Department
Schedule: Immediate; On-going
Program 4.C: Expand the City Community Center programming to include classes on healthy food preparation and cooking and a community garden program on City-owned property. Partner with schools, childcare centers, and affordable housing communities to support gardens.

Responsible Parties: Parks and Recreation
Schedule: Immediate; On-going
Program 4.D: Support food banks, pantries, and other sources that help provide county, state and federal food assistance to low-income resident so that all families, seniors, 11 County Health Rankings.org, “Healthy Food in Convenience Stores,” Accessed February 6, 2023, https://www.countyhealthrankings.org/take-action-to-improve-health/what-works-for-health/strategies/healthyfood-in-convenience-stores

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schools, and community-based organizations are able to access, purchase, and increase intake of fresh fruits, vegetables, and other nutritious foods, and provide detailed information on the City website.

Responsible Parties: City Staff
Schedule: Immediate; On-going

EDUCATION
ESJ Goal 5: All school-age children have access to a high-quality, inclusive and well-rounded education from preschool through high school.

Policy 5-1: The City shall engage and encourage the school district to recruit, employ, and retain more diverse teaching, counseling and administration staff.

Policy 5-2: The City shall advocate for the socially disadvantaged student population to ensure that disciplinary actions are fair and unbiased.

Policy 5-3: The City shall encourage and work with the school district to increase the offerings of afterschool activities in the forms of cultural, arts and music, and career training opportunities for elementary through high school.

Program 5.A: Seek opportunities to partner with the Morongo Unified School District to share facilities, resources, and volunteer workers for community educational and cultural enrichment programs.12
Responsible Parties: City Council; Planning; Parks and Recreation Schedule: Immediate; On-going
Program 5.B: Investigate the disproportionate suspension rate of non-White students to better understand and disassemble pattern of bias that may exist or arise in the future.

Responsible Parties: ESJ Committee; City Council
Schedule: Immediate
Program 5.C: Seek opportunities to partner with Copper Mountain College to offer early childhood educational training and accreditation for residents interested in operating childcare facilities.

Responsible Parties:

Schedule: On-going
12 Western City, “Cities and Schools: Playing Well Together Pays Off for Children and Families,” (2014), accessed February 6, 2023: https://www.westerncity.com/article/cities-and-schools-playing-well-together-pays-children-andfamilies.

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TRANSPORTATION
ESJ Goal 6: City road network that safely accommodates both motorized and non-motorized modes of transportation, including biking and walking as safe and attractive forms of transport and recreation throughout the City.

Policy 6-1: The City shall maintain safe roadway corridors throughout the City for biking and walking.

Policy 6-2: Future City development decisions shall prioritize accessibility to and connection with amenities pedestrians and bicyclists.

Program6.A: Strictly enforce speed limits for motorized vehicles throughout the City and enhance the integration of vehicular and multi-modal travel networks in the City.

Responsible Parties: City Manager, Public Works, County Sheriff Schedule: On-going
Program 6.B: Apply for federal and state funding to build bike lanes and sidewalks to facilitate multi-modal access to all parts of the community, especially, schools, parks and commercial services.13
Responsible Parties: City Council; Planning
Schedule: On-going
13 CalTrans, “California Awards $1 Billion for Walking and Biking Projects in Disadvantaged Communities, Invests $878 Million for Transportation Infrastructure,” (December 2022), accessed February 6, 2023:
https://dot.ca.gov/news-releases/news-release-2022-043.

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Appendix A
Public Workshops Summary Report

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STAFF REPORT
TO: City Council
FROM: Assistant Planner
FOR MEETING: Oct 24 2023
SUBJECT: Public Utilities - Wastewater Services.

RECOMMENDATION:

The City Council introduce the Ordinance, conduct the Public Hearing, consider public comment and find the project exempt from CEQA pursuant to Section 15061(b)(3).

ORDER OF PROCEDURE:

Request Staff Report Community Development Director
Presenting)
Council Questions of Staff
Open Public Hearing
Request Public Comment
Close Public Hearing
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• City Council Ordinance -
Wastewater Services
• Chapter 15.10 Wastewater
Services draft
• Sewer Phasing Map
BACKGROUND:

To comply with Federal and State law, the City is enacting regulations that will require the mandatory connection of a proposed project within the vicinity of an operational wastewater treatment system.

Currently, the City has an operational wastewater treatment system located in the downtown area of the City. The City is also proposing the development of a larger system, as shown on the attached map.

The installation of on-site septic systems will not be permitted when proposed development is within 200 linear feet of a existing public sewer system.

The proposed regulations include, but are not limited to, establishment of when a connection to public sewer is required, when an on-site treatment system would be permitted, wastewater discharge regulations, sewer connection approval and design, construction of sewers and sewer laterals.

ENVIRONMENTAL:

Pursuant to the State Guidelines to Implement the California Environmental Quality Act (CEQA), the proposed zoning text amendment has been reviewed for its potential to impact the environment. Pursuant to Section 15061(b)(3) of the State Guidelines to Implement the California Environmental Quality Act, the activity is covered by the common-sense exemption that CEQA applies only to projects which have the potential for causing a Page 155 of 254 significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

ALTERNATIVES:

The City Council could choose to:

1. Request additional information from Staff and postpone the Hearing to a date certain.

2. Make modifications to the draft code and adopt with recommended changes.

3. Deny the proposed amendment to the Municipal Code.

FISCAL IMPACT:

None.

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CITY OF TWENTYNINE PALMS

CITY COUNCIL
ORDINANCE NO. ___

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TWENTYNINE

PALMS, CALIFORNIA, ADOPTING AN AMENDMENT TO THE CITY OF TWENTYNINE PALMS MUNICIPAL CODE, ADDING CHAPTER 15.10,
WASTEWATER SERVICES.

WHEREAS, the City of Twentynine Palms General Plan was adopted by the City Council on April 24, 2012; and
WHEREAS, the City of Twentynine Palms has an operational wastewater treatment facility in the downtown area; and
WHEREAS, the City is proposing the installation of a larger wastewater treatment system; and
WHEREAS, the City has proposed an amendment to the Municipal Code for regulations regarding connections to the proposed wastewater treatment system; and WHEREAS, connection to an operational sewer system is mandatory when within the specified vicinity; and
WHEREAS, on October 09, 2023, the Municipal Code Amendment was duly noticed in the Desert Trail, a newspaper of general circulation within the City of Twentynine Palms; and
WHEREAS, on October 24, the City Council of the City of Twentynine Palms conducted a duly noticed and advertised Public Hearing on the Municipal Code Amendment as reflected in "Exhibit A" in accordance with the California Government Code Section 65350 et. seq. and California Government Code Section 65853 et. seq., required by law for this amendment; and
WHEREAS, a Public Hearing was held by the City Council on October 24, 2023, at which time the Council introduced Ordinance No. ___, adding Chapter 15.10 Wastewater Services to the Municipal Code, and
WHEREAS, on October 24, 2023, at the above noted Public Hearing for the Development Code Amendment, the City Council of the City of Twentynine Palms considered the potential environmental impacts that may occur with the adoption of the proposed Development Code Amendment and recommended that in accordance with the California Environmental Quality Act (CEQA) Guidelines Section, the proposed zoning text amendment has been reviewed for its potential to impact the environment. Pursuant to Section 15061(b)(3) of the State Guidelines to Implement the California Environmental Quality Act, the activity is covered by the commonsense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment.

Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA; and WHEREAS, the City Council found that on the basis of the whole record before it, including any public comments received, there is no substantial evidence that the

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Development Code Amendment would have a significant effect on the environment and that the proposed CEQA determination reflected the City Council's independent judgment and analysis; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA, TAKES THE FOLLOWING ACTIONS:

Section 1. Based upon the review of the proposed amendment to the Municipal Code, Chapter 15.10 Wastewater Services, the City Council finds that the proposed amendment does not have the potential to have an adverse impact on the environment and, in accordance with the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3), the activity is covered by the common-sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment.

Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

Section 2. The City Council finds that the proposed amendment is consistent with the City's adopted General Plan Goals and Policies as the proposal will support the implementation of the General Plan and State law.

Section 4. The City Council of the City of Twentynine Palms amends the Municipal Code as reflected in Exhibit "A."
Section 5. Notice of Adoption. The City Clerk of the City of Twentynine Palms shall certify to the adoption of this Ordinance and cause publication to occur in a newspaper of general circulation and published and circulated in the City in a manner permitted by Section 36933 of the Government Code of the State of California.

Section 6. Introduction Date. Ordinance No. ___ was introduced by Council action on the 24th day of October 2023.

Section 7. Effective Date. Ordinance No. ___ becomes effective thirty (30) days after the second reading by City Council.

Section 8. Severability. If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and, to this end, the provisions of this Ordinance are declared to be severable.

PASSED, APPROVED, AND ADOPTED this 14
th day of November 2023.

McArthur Wright, Mayor
ATTEST:

Cindy Villescas CMC, City Clerk

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APPROVED AS TO FORM:

A. Patrick Munoz, City Attorney
I hereby certify that the foregoing is a true copy of Ordinance No. ___, introduced on the 24 th
day of October 2023 and duly adopted by the City Council of the City of Twentynine Palms in a meeting held on the 14
th day of November 2023, in Twentynine Palms, California by the following vote, to wit.

AYES:

NOES:

ABSENT:

ABSTAIN:

COUNCILMEMBER:

Cindy Villescas CMC, City Clerk

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TITLE 15 - UTILITIES
CHAPTER 15.10 - WASTEWATER SERVICES

15.10.010 - Purpose
This Chapter is intended to comply with applicable Federal and State of California Laws and Regulations, to permit the City to meet applicable standards of treatment plant effluent quality, to provide for the regulation of wastewater discharges, establishing quantity and quality of limitations on all wastewater discharges which may adversely affect the City's sewerage systems, processes, or effluent quality. It is the intent of such regulation to improve the quality of wastewater being discharged, collected, and transported by the City. It is the City's policy to discourage any increase in the quantity (mass emission) of waste constituents being discharged where such increase could be detrimental to the sewage system.

This Chapter also provides for regulation of the fees and charges, connections, other miscellaneous permits, and the establishment of penalties for violation of the provisions hereof. The provisions of this Chapter shall apply to the direct or indirect discharge of all liquid wastes carried to facilities of the City, and all City public or private sewerage disposal systems.

15.10.020 - Definitions
Unless otherwise defined herein, terms related to water quality shall be as adopted in the latest edition of Standard Methods for the Examination of Water and Wastewater, published by the American Public Health Association, the American Water Works Association and the Water Pollution Control Federation. The testing procedures for waste constituents and characteristics shall be performed pursuant to City guidelines and may be amended from time to time. Other terms not herein defined are defined as being the same as set forth in the latest adopted edition of the International Conference of Building Officials Uniform Building Code and the International Associate of Plumbing and Mechanical Officials Uniform Plumbing Code.

The terms hereinafter set forth unless otherwise specified shall have the following meanings:
(a) Agency means an administrative division or group.
(b) Applicant means any person applying for wastewater service. (c) Biochemical oxygen demand or B.O.D. means the quantity of oxygen utilized in the biological oxidation of organic matter under standard laboratory procedure in five days at 20 degrees centigrade expressed in terms of mass per volume (mg/l). (d) Building sewer means that portion of any sewer beginning at the plumbing or drainage outlet of any building, industrial facility or preliminary treatment facility, and continuing to the point of its connection with the sewer mainline.
(e) Buy-in fee means a fee required of all sewer connections identified as being outside of an established sewer assessment district.
(f) City means the City of Twentynine Palms.
(g) City Manager means the City Manager of the City of Twentynine Palms and includes the duly designated representative of the City Manager.
(h) Code means the City Municipal Code.
(i) Commercial means any discharger not covered by the residential description. This shall include, in part, apartments, trailer parks, schools, stores and businesses and others not covered by the residential description.

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(j) Connection fee means a fee imposed by the City for connecting directly to a City public sewer. (k) Contractor means any person who performs the work of installing or connecting mains, submains, laterals, or building sewers to the public sewer. (l) Cost means the cost of labor, material, transportation, supervision, engineering, and all other necessary overhead expenses.
(m) County means the County of San Bernardino.
(n) Critical wastewater discharger means any collection system non-residential discharger that generates either a significant amount of flow and/or constituents of the flow that require pretreatment to meet the requirements of the State and Federal Clean Water Acts. (o) Customer means any person supplied or entitled to be supplied with wastewater service by the City.
(p) Developer means any person who shall construct or develop any property which may require wastewater service from the City.
(q) Development means parcels of land on which one or more dwelling units, commercial or industrial buildings, or other improvements are built.
(r) Development impact fee means a fee to incrementally pay for future construction of public sewer in the City.
(s) Discharger means any person that discharges or causes a discharge of wastewater directly or indirectly to a public or private sewer.
(t) Domestic wastewater means liquid wastes: A) from the non-commercial preparation, cooking and handling of food; or B) containing human excrement and similar matter and from the sanitary conveniences of dwellings, commercial buildings, industrial facilities, and institutions. (u) Effluent means wastewater discharged flows from the City for treatment. (v) Fats, oils, and grease (FOG) means any vegetable or animal product that is used in or is a byproduct of the cooking of food preparation process, and that turns or may turn viscous or solidifies with a change in temperature or other conditions. (w) Fee schedule means the schedule of fees, rates, and charges established by the City or other agency related to wastewater services, including but not limited to sewer user charges, consumption charges, connection fees, development impact fees, buy-in or capacity fees, plan checking fees, and inspection fees.
(x) Food Service Establishment means any place where food is prepared and intended for individual portion service and includes the site at which individual portions are provided. (y) Garbage means solid wastes from the domestic and commercial preparation, cooking and dispensing of food, and from the handling, storage, and sale of food. (z) Industrial pre-treatment permit means a permit issued by the City for industrial wastewater discharges.
(aa) Main means gravity and pressurized (force-main) sewer collection and transmission pipelines located in streets, highways, alleys, easements or rights-of-way which are used for collection and transmission of wastewater.
(bb) Manhole means a hole, usually with a cover, through which a person may enter a sewer or confined space.
(cc) Mass emission rate means the weight of material discharged to the sewer system during a given time interval. Unless otherwise specified, the mass emission rate shall mean pounds per day of a particular constituent or combination of constituents. (dd) May means that the related conduct or procedure is permissive and not mandatory.

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(ee) Milligrams per liter or mg/l means the number of milligrams of a substance in one liter of water or other liquid.
(ff) Owner means the person or persons whose name(s) are recorded on the deed for a given property, and/or person in legal possession of the property, or an executor, administrator, guardian, or trustee of the owner.
(gg) Onsite wastewater treatment system(s) (OWTS) means individual treatment and disposal systems, community collection, treatment and disposal systems, and alternative collection, treatment and disposal systems that use subsurface disposal. OWTS do not include “gray water” systems pursuant to Health and Safety Code Section 17922.12 (hh) Permit means any written authorization required pursuant to this Chapter or any other regulation of the City.
(ii) Person means any individual, firm, company, partnership, association and private or public or municipal corporation, the United States of America, the State of California, a district and any political subdivision, governmental agency and mandatory thereof. (jj) Plumbing fixture unit (PFU) means the plumbing fixtures as identified in the California Plumbing Code, latest edition.
(kk) Pollutant means any constituent or characteristic of wastewater on which a discharge limitation may be imposed either by the City or by a regulatory body of competent jurisdiction. (ll) Pretreatment means the treatment that the City may require prior to permitting discharge of sewerage into any City sewerage facility.
(mm) Public agency means the City or other public body duly organized under the laws of the State of California.
(nn) Public sewer means a sewer owned and operated by the City or other local governmental agency, and as to which the City possesses direct or indirect regulatory powers. (oo) Regulatory agency means the State Department of Health Services, a California Regional Water Quality Control Board of competent jurisdiction, the State Water Quality Control Board, the County Environmental Health Services Department and the City Building and Safety Official. (pp) Sewage means wastewater.
(qq) Sewer (sewage) facilities or wastewater facilities means any facilities used in the conveyance, pumping, disposal and treatment of wastewater.
(rr) Sewer lateral means the pipe that connects a structure to the publicly-owned main sewer line. (ss) Shall means that the related conduct or procedure is mandatory and not permissive. (tt) Standard methods means procedures described in the current edition of Standard Methods for the Examination of Water and Wastewater, as published by the American Public Health Association, the American Water Works Association and Water Pollution Control Federation. (uu) Storm water means rain water, surface water, groundwater, roof runoff, subsurface drainage, cooling water, or unpolluted industrial process water.
(vv) Street means any public highway, road, street, drive, avenue, alleyway, court, easement or right-of-way.
(ww) User means any person who discharges, causes, or permits a discharge directly or indirectly to a City sewer.
(xx) Waste means sewage and any and all other waste substances, liquid, solid, gaseous, or radioactive associated with human habitation, or of human or animal origin, or from any producing, manufacturing, or processing operation of whatever nature, including such wastes placed within containers of whatever nature, prior to and for the purpose of disposal.

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(yy) Wastewater means waste and water, whether treated or untreated, discharged into or permitted to enter a City sewer, or private system.
(zz) Wastewater constituents and characteristics means the individual chemical, physical, bacteriological, and radiological parameters, including volume and flow rate and such other parameters that serve to define, classify, or measure the quality and quantity of wastewater.

15.10.030 - Standards for quality and testing
A. It shall be unlawful for any person to place, deposit, or permit to be deposited or placed, in any unsanitary manner on public or private property within the boundaries of the City any human or animal excrement, garbage, or objectionable waste.

B. It shall be unlawful to discharge to any manhole or system outlet within the City except where suitable treatment has been provided in accordance with subsequent provisions of this Chapter.

C. Except as hereinafter provided, it is unlawful to construct any septic tank, seepage pit, leach line, or other facility intended or used for the disposal of wastewater within any existing City sewered area.

15.10.040 - Connection to public sewer required
A. All new residential, commercial, industrial and institutional projects are required to connect to the public sewer if the property is located within 200 ft. of a public sewer, when measured from property line to existing sewer location.

B. Existing buildings and facilities connected to private sewage disposal systems and located within 200 ft. of a public sewer, when measured from property line to existing sewer location, are required to connect to the public sewer when:

1. There is a failure, either biological or structural, of the private sewage disposal system.

2. Additions, alterations, or modifications adding plumbing fixtures to the building or facilities that would exceed the capacity of the private sewage disposal system.

C. The City may require connection to the public sewer when information is available that private sewage disposal is causing or may cause deterioration of the quality of the groundwater in all or any portion of the City.

15.10.050 - Maintenance of sewer laterals
The owner of any property connecting to the local sewer collection system shall be required to maintain the sewer lateral from their building or structure to the sewer main at their own expense. The City's responsibility shall be limited to maintenance of main sewers and manholes. The City does not maintain privately owned sewer laterals.

15.10.060 - Onsite wastewater treatment system (OWTS)
A. When connection to the public sewer is not required, an OWTS may be installed in conformance with the State Water Resources Control Board Onsite Wastewater Treatment System Policy and the City of Twentynine Palms requirements. The provisions of the State Water Resources Control Board Onsite Wastewater Treatment System Policy, as amended, are incorporated herein by reference with the same force and effect as if the provisions therein were specifically and fully set out herein.

1. Permits for construction and sizing requirements shall be established by the State Water Resources Control Board OWTS Policy and the City using requirements from the California Plumbing Code/Building Code.

2. The Owner of OWTS shall be responsible for the cost and processing of all necessary approvals and permits with the State Water Resources Control Board.

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3. Private OWTS shall be operated and maintained in a sanitary manner at all times, in accordance with State Water Resources Control Board requirements, and at no expense to the City. The property owner is responsible for all maintenance and expenses of their OWTS.

B. If a biological failure of a private OWTS occurs after a public sewer has become available to the property served by such system, the property shall be immediately connected to the public sewer. A biological failure is defined as collapse or saturation of the leach field, seepage pit or cesspool, or biological failure of the tank itself, or any combination of such conditions. The property owner is responsible for obtaining and paying for all permits associated with the sewer connection in advance of such connection.

Prior to connection to the public sewer the following shall be completed and inspected by the City's Building and Safety Department:

1. Concrete and/or steel tanks and seepage pit(s) shall be pumped of all liquids and solids and the pump ticket shall be provided to the City.

2. The bottom of all tanks shall be broken and inspected by the City.

3. The lids for the tanks and seepage pit(s) shall be removed.

4. All tanks and seepage pit(s) shall be filled with material approved by the City.

5. When a building or structure is proposed to be placed within the required setbacks of a private sewage disposal system, as defined in the California Plumbing Code, the septic tank and/or seepage pit shall be removed entirely.

15.10.070 - Wastewater discharge regulations
A. The wastewater discharged to the public sewer shall meet applicable regulations prescribed and adopted by the City. Said regulations are adopted by reference and made a part of this Chapter.

B. No person shall discharge wastewater directly or indirectly into sewage facilities owned or operated by the City which cause or are capable of causing either alone or by interaction with other substances, the following:

1. A fire or explosion;

2. Obstruction of flow in the sewer system or damage to the sewage facilities;

3. Interference with effective maintenance or operation of the sewage system;

4. Air pollution by the release of toxic or malodorous gases or gas-producing substances;

5. Interference with the wastewater treatment process;

6. Unsuitability of the City's effluent or any other product of the treatment process;

7. Discoloration or any other condition of the quality of the City's treatment works effluent to such an extent that receiving water quality requirements established by regulatory agencies cannot be met; or

8. Conditions at or near sewage facilities which violate any statute or any regulation or ordinance of any public agency or State or Federal regulatory body of competent jurisdiction.

C. Discharging of storm water into the sanitary sewer system or sewage into any storm water system is unlawful.

D. Permission to discharge any substance except domestic sewage into the sanitary wastewater system of the City will be considered in accordance with the conditions of each case and shall be subject to City rules, regulations and requirements. Approval or permission may require the owner to provide, at the owner's expense, such preliminary treatment as may be necessary to reduce objectionable characteristics and constituents in wastewater as may be appropriate to satisfy the requirements specified in the regulations of the City. Plans, specifications, and other information relating to proposed preliminary treatment facilities shall be submitted to the City for approval of the

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City Engineer and Public Works Manager. Construction of such facilities shall not commence until said required facilities are provided for proper treatment of any waters or wastes and they shall be maintained continuously in satisfactory and effective operation by the owner at the owner's expense.

E. For critical wastewater dischargers, as defined in Section 15.01.020, the City may require installation of special flow monitoring components, including weir plates and sampling manholes, which shall become property of the City. Depending on the type of discharger, the City may require monitoring and sampling test information/results on a periodic basis, and/or may conduct its own sampling. Any sampling manhole shall be accessible and safely located and shall be constructed in accordance with plans approved by the Public Works Manager. The special flow monitoring components shall be installed at the owner's expense and shall be maintained by owner at all times so as to be safe and accessible.

F. No statement contained in this Division shall be construed as preventing special agreement or arrangement between the City and any person whereby any industrial waste of unusual strength or character may be accepted by the City for treatment, subject to payment therefore by discharger.

G. Connection of swimming pools and swimming pool equipment to sanitary sewers shall not be permitted and the discharge of swimming pool effluent to a City sewerage facility is prohibited.

H. Grease, oil, and/or sand trap interceptors shall be required, at the owner's expense, in all facilities which discharge liquid wastes containing grease, flammable wastes, sand and/or other wastes containing harmful ingredients in accordance with the Uniform Plumbing Code. All interceptors shall be to type, and capacity approved by the Building Official and shall be installed and located so as to be readily and easily accessible for cleaning and inspection. Grease and oil interceptors shall be constructed of impervious materials, capable of withstanding abrupt and extreme changes in temperature.

Required interceptors and traps shall be of substantial construction, watertight, and equipped with easily removable covers, and shall be effectively trapped and vented. All grease, oil, and sand interceptors shall be maintained at the owner's expense, in continuously efficient operation at all times. All construction shall conform with City standards. The facilities required to use the aforementioned interceptors are, but are not limited to, food service establishments, gas stations, car washes, automotive mechanics, and paint shops, and shall be permitted in accordance with Section

15.01.160.

15.10.080 - Sewer connection approval and design
A. Authorization to construct or install sewers or make connection to the City sewer system must be obtained from the City in advance. Application for such authorization shall be made at the office of the City. All construction shall comply with the City's development standards and details, and City's Wastewater Master Plan.

B. Sewer line extensions may be made within the City in those instances when service is required but no wastewater facilities currently exist or are available and adequate capacity exists to allow such connection. In this instance, the total construction cost plus all fees and charges as may be applicable must be borne solely by the applicant. The length of said sewer extension will vary, but as a general rule the sewer shall be installed to the furthest property line of the property to be served.

C. Wastewater facilities may be required to be oversized and/or construction extended beyond that required to serve the applicant but is needed to comply with the City's master plan. Per such situation, consideration may be given to reimburse excess costs as determined by the City in accordance with Section 15.01.110.

D. Plans, profiles and specifications shall be prepared by a civil engineer licensed by the State of California, at the expense of the applicant and such plans shall be subject to approval by the City.

E. The owner, developer, or contractor shall pay all necessary plan check and inspection fees in advance of construction. The City shall also charge the applicant all related administrative and engineering fees incurred by the City.

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F. The applicant shall call for his/her own bids and let his/her own contracts. The applicant shall not, however, award any such contracts until after receiving written approval of the plans and specifications from the City.

G. The owner of a property and/or business unit where additional plumbing fixtures were installed but did not obtain a sewer permit shall be responsible for obtaining a permit and paying the current permit fees due at the time the violation was discovered along with any subsequent and delinquent sewer use charges.

15.10.090 - Construction of sewers
A. Any person proposing to construct and/or install sewers within the City for connection to the City's wastewater system shall be appropriately licensed by the State of California to perform said work. All contractors, before performing such work, shall first file with the City a policy or certificate of insurance with an endorsement naming the City as additional insured with coverages as determine by the City.

All policies to remain in effect for the entire duration of any work performed.

1. Workman's Compensation Insurance as required by applicable State of California law for all employees to be engaged in construction or installation of the projects.

2. The contractor shall be duly licensed by the State of California with a Class "A" General Engineering Contractor or Class "C42" Sanitary Sewer Contractor.

3. Contractor shall obtain a City of Twentynine Palms business license and City encroachment permit.

4. Contractor shall provide a valid Cal OSHA annual excavation permit.

5. Prior to the City's issuance of a permit, the contractor shall provide evidence of all required certificates of insurance and performance bonds as established by the City.

6. No excavation for sewers shall be made in any street within the City until an excavation permit has been obtained from the City's Engineering Department. Any and all permits required by local agencies shall be obtained by the owner or contractor and any fees therefore shall be paid by the owner or contractor.

B. Responsibility for defects.

1. All persons performing work which is governed by the provisions of this Chapter shall be held strictly responsible for any and all acts and omissions of agents, subcontractors, and employees in connection with said work. Said persons, upon being notified in writing by the City of any defects arising from construction or of any violation of the provision of this Chapter, shall take immediate steps to correct such defect or violation.

2. In the event any construction, when inspected by the City, is found to be in violation of the provision of this Chapter, the contractor shall take such steps as may be necessary to place the construction in compliance herewith.

C. In all buildings in which the plumbing system is too low to permit gravity flow to the public sewer, sanitary sewage carried by the building sewer shall be lifted by artificial means (pump station) and discharged to the public sewer at the expense of the owner.

15.10.100 - Construction of lateral sewers
A. Application for lateral sewers and the required clean-out to be constructed shall be made at the office of the City by the property owner or his agent.

B. Whenever possible, lateral sewers and the clean-outs will be terminated at the property line at a location chosen by the owner or his/her agent. If this cannot be accomplished, the City shall establish the termination point of the lateral sewer.

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C. Lateral sewers (minimum four inch size for single-family residential, minimum six inch required for multi-family, commercial), must be constructed to serve each building in a development. A clean-out shall be installed on each lateral at the property line to accommodate testing and future cleaning operations. The cost of the lateral connection, including clean-out, shall be borne by developer or property owner. Building sewer laterals shall not be connected to City sewers until permits for connection have been issued by the City.

D. All excavations for a lateral sewer installation shall be adequately guarded with barricades and/or lights to protect the public from hazard. Streets, sidewalks, parkways and other property disturbed in the course of the work shall be restored in a manner satisfactory to the City and any other person having jurisdiction at the sole expense of the person responsible for such installation.

15.10.110 - Reimbursement and Payback Agreements
A. Oversized Sewers. The City may reimburse a developer for installing oversized sewers which upon completion, contain excess capacity above those required for the developer's project or subdivision, provided the City has sufficient funds available in the City's budget or by mutually agreed contract.

City standards require a minimum of eight-inch sewers, of which no reimbursement for excess capacity will be considered by the City.

B. Sewer Extensions. The City may enter into a Payback Agreement for those persons who install sewer lines that may serve other properties other than their own. Under such agreements, the City may agree to refund up to 95% of the sewer cost (excepting therefrom the cost of that portion of the sewer having a direct benefit to the applicant's/developer's project) to be collected from property owners or developers of properties adjacent to and which connect to said sewer line extension for a period of time up to but not exceeding ten years from the effective date of the agreement.

C. The developer may apply for reimbursement and/or Payback Agreement by complying with the following:

1. Approved sewer plans are to be submitted to the City along with detailed sewer requirements of the project and documentation of excess capacity eligible for reimbursement or properties eligible for future connection in advance of construction; and

2. Entering into an agreement with the City setting forth the maximum amount of reimbursement or Payback, or an amount equal to an equitable percentage of the total cost necessarily incurred in constructing the main sewer, and also setting forth the terms and conditions under which reimbursement and/or Payback will be paid; and

3. Each and every reimbursement agreement and/or Payback Agreement entered into pursuant to this Chapter, and each reimbursement and/or Payback schedule established therefore shall expire and be of no further force or effect ten years from the date of approval of such agreement by the City.

15.10.120 - Liability clause
A. All developers, contractors, plumbers, and other person or organization installing, constructing, maintaining, repairing or otherwise working on private sewer or disposal systems or on or in conjunction with the City's system shall indemnify and hold harmless, the City, its officers, employees, and agents, and hold and save harmless from and defend against any and all actions or causes of action, claims, demands, liabilities, losses, damage or expense of whatever kind or nature, except as otherwise provided for in this Chapter, including attorney's fees, which the City, its officers, employees, or agents may at any time sustain or incur by reason of or as a consequence of, or arising out of or from the actions, or failure to act, of said indemnifying party.

B. The City does not, by acceptance of any sewer facilities, accept or assume any liabilities in behalf of any third party unless specifically so accepted or assumed in writing by the City.

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15.10.130 - Rates, fees and charges
A. The City has established fees that will increase from time to time and are approved by resolution and these charges may include the following:

1. Inspection fees;

2. Plan checking fees;

3. Local and regional connection fees;

4. User fees;

5. Mass emission fees (if required);

6. Buy-in or capacity fees (if required);

7. Development impact fees (if required);

8. Annexation fees, upon application;

9. Other fees deemed appropriate by the City.

B. The sewer lateral inspection fee, to include the sewer clean-out, shall be set forth in the sewer permit application form and will provide for initial inspection and processing of permit. An additional fee shall be charged for each re-inspection.

C. The sewer line construction inspection shall be determined upon review of the project improvement plans.

D. The City's plan checking fee, in accordance with a fee schedule approved by Council, will apply under one or more of the following conditions:

1. Any person or persons desiring plan checking by the City.

2. Any new sewer system that will be deeded to the City for operation and maintenance.

3. Any new sewer system that will be constructed within existing or new road easements or utility easements, or both.

4. Plan checking fees shall be paid to the City prior to checking of the plans by the City.

E. City connection charges will be required for all new connections to the City's sewer system.

Connection charges are also applicable to certain existing developed properties or facilities whereby the use of the sewer has been increased by additions to previously developed properties whereby the fixture unit load has exceeded the original fixture count.

A connection fee per plumbing fixture unit (P.F.U.) has been established per City ordinances or resolutions as amended and by per fixture unit using the assigned factors as adopted and in effect when the connection fee is to be paid. This portion of the connection fee will be collected to meet future treatment and conveyance capacity needs.

F. Sewer user fees will be established by the City Council and measured on the basis of each unit designed for single-family, multiple-family, or mobile home dwelling use, and each commercial shop or office with individual restroom facilities. Sewer user fees for commercial and industrial connections to the sewer system with public and/or centralized sewer use facilities will be assessed on the basis of plumbing fixture unit count. Sewer user fees for schools will be assessed on the basis of student enrollment and staff count. Said sewer user fees defray the treatment plant operation and maintenance expenses and sewer system maintenance and operation expense. This fee shall be the monthly rate set by the action of the City Council. The sewer user charge will be payable to the City on a schedule as determined by the City.

G. Buy-in or capacity fees are required of all sewer connections outside of an established Sewer Assessment District. These fees apply to new construction as well as to tenant improvements,

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additions, etc. These fees are for properties that have not previously paid or contributed in off-site improvements (for example, fees levied by a sewer assessment district).

H. Development impact fees (DIF) are required in those areas located outside an established sewer assessment district, but within the boundaries of previously master planned for sewer areas. This fee shall apply where a new home is being constructed in a previously master planned sewer area where the property is currently served by a septic system. These fees are intended to fund future trunk sewer extensions of the City's sewer collection system.

I. Administration and overhead (application) fees will be set periodically by the City Council. The amount will be calculated on the basis of a sum per lineal foot of total pipeline and lateral length for the project. Said sum will be based substantially on the City's cost and expenses.

J. Unless otherwise provided, payment of fees and charges described in this section shall be due before a final inspection can be performed by the City, excepting that:

1. Development impact fees are due at sewer permit issuance.

2. Commercial tenant improvements or additions of any kind that propose an increase to the plumbing fixtures shall pay all fees at sewer permit issuance.

3. Any existing building, previously served by a septic system, requiring connection to the City sewer shall pay all required fees at sewer connection permit issuance.

4. For fees associated with sewer extensions, the City may set fees at each stage namely, initial planning, detailed design and construction and associated inspection fees before work can begin. The fee at each stage shall be paid in full to the City prior to work being performed.

K. For reimbursement of eligible sewer costs as provided in Section 15.01.110 of this Chapter, the City may establish a reimbursement schedule which sets forth connection charges for future users, all or part of which is to be reimbursed to the initial developer or property owner. Such reimbursement method may take into consideration inflation and interest charges.

L. The City Council will review fees and charges periodically and amend them as appropriate.

15.10.140 – Assessment Districts
A. In specific areas of the City, where the majority of property owners desire sewer service, or in those instances wherein the health and welfare of the community is felt to be jeopardized by deteriorating or failing septic systems, the City Council may consider a Sewer Assessment District.

Upon receipt of the Engineering and Bond Counsel data required by law for said improvement project, the City will review the design, engineering, construction, and administrative costs to determine the cost/benefit ratio of the project. If found to be satisfactory, the Council may elect to proceed with the required Assessment District proceedings according to all applicable laws governing such Assessment District formation.

15.10.150 - Inspections and monitoring
A. City officials bearing proper credentials and identification shall be permitted to enter all properties which are required to maintain industrial pretreatment facilities for the purposes of inspection, observation, measurement, sampling and testing pertinent to discharge to the City's sewerage facilities in accordance with the provisions of this section.

B. City officials are authorized to obtain information from users concerning industrial processes which have a direct bearing on the kind and source of discharge to the wastewater collection system. All information and data on a user shall be available to the public and government agencies without restriction unless the user specifically requests and is able to demonstrate to the satisfaction of the City that the release of such information would divulge information, processes, or methods which are validly classifiable as trade secrets.

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C. While performing the necessary work on private properties referred to in this section, City employees and representatives shall observe all safety rules applicable to the premises established by the user.

D. City officials bearing proper credentials and identification shall be permitted to enter all private properties through which the City holds a duly negotiated easement for the purpose of, but not limited to, inspections, observation, measurement, sampling, repair and maintenance of any portion of the wastewater facilities lying within said easement. All entry and subsequent work, if any, on said easement, shall be done in full accordance with the terms of the easement.

15.10.160 - Fats, oils, and grease (FOG)
A. The City is required to reduce or eliminate the adverse effects of fats, oils, and grease (FOG) on the wastewater collection system and thereby protect public health and the environment by minimizing public exposure to unsanitary conditions. The City shall regulate the direct and indirect discharge of fats, oil, and grease into the city's wastewater collection system in compliance with all applicable laws.

B. Permit Required. Any food service establishment (FSE) discharging into the public sewer shall obtain a permit from the city which shall be referred to as a FOG discharge permit (hereafter, permit).

The permit may include conditions to pre-treat wastewater prior to discharge, restrict peak flow of discharges, prohibit certain wastewater components, restrict discharges to specific hours of the day, pay additional fees to defray city costs caused by the discharge, or other conditions necessary to meet the purpose and intent of this chapter. No person shall discharge wastewater in excess of the quantity and quality limitations set by the permit.

C. Permit Application. Persons seeking a permit shall complete and file with the city an application in the form prescribed by the city and submit the applicable fees as adopted by city council resolution.

The applicant shall submit the following information:

1. Name, address, and phone number of applicant

2. Name, address, and phone number of property owner

3. Volume of wastewater to be discharged

4. Time of daily food preparation operations

5. Description of food preparation, type and number of meals served, cleanup procedures, dining room capacity, size of kitchen, and number of employees

6. Other information required by the city
The City shall review the application within five business days and may require additional information and an on-site inspection of the waste discharge system. Once the city has determined that the application is complete, it shall issue a conditional permit or deny the permit application, stating the reason(s) for the denial. Denial of a permit shall be without prejudice.

D. Term of Permit. A permit issued under this chapter shall be valid for one year. The terms and conditions of the permit may be subject to modification by the city should the conditions of the permit change, if any change in city, state, or federal law necessitates a change, or if it is found that the purpose and intent of the permit are not being met.

E. Transfer. Permits are issued for a specific use and operation. Any change occurring to the use or operation shall require a new or revised permit.

F. Revocation of Permit. The city may revoke the permit for any business found to be in violation of this section or if any of the following occur:

1. Failure to comply with the conditions of the permit

2. Failure to install required pre-treatment devices

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3. Failure to comply with reporting or pre-treatment requirements

4. Knowingly provides false discharge information, either on the permit, or in required reports

5. Refusal by permittee to allow an inspection during regular business hours or after hours if an emergency condition exists

6. Interferes with an inspection or the sampling of discharge

7. Causes or contributes to a sewer blockage or overflow within the public sewer or fails to address the conditions leading to one or more overflow event(s) from a private system in a twenty-fourmonth period G. Fees. Fees for permits and other services necessary to enforce this section shall be established by resolution of the city council.

H. Maintenance Reports. The permittee shall maintain records on the premises, of all grease interceptor cleaning, maintenance of the grease interceptor, and service manifests for removal of the waste. The permittee shall make all maintenance reports available to the city during inspections during regular business hours. City representatives may enter the premises at any time to respond to an emergency related to sewer spill due to grease collection.

15.10.170 - Enforcement
The City Manager and other designated City officials shall have the primary responsibility for the enforcement of this Chapter. The City may, at its option, elect to enforce the provisions of this Chapter under any of the methods of enforcement available to it, including criminal prosecution, abatement of nuisances, civil remedies, or any other legal or equitable appropriate means. The City may elect to enforce the Chapter provisions by more than one method concurrently.

15.10.180 - Penalties.

Any person who willfully commits any of the acts prohibited by this Chapter or violates any other prohibition in this Chapter is guilty of a violation of this Chapter, punishable in accordance with Chapter

1.04 of the City of Twentynine Palms Municipal Code.

Violations of this Chapter shall be considered a public nuisance and are subject to the provisions established in Chapter 1.04 of the City of Twentynine Palms Municipal Code.

15.10.190 - Notice of adoption
The City Clerk of the City of Twentynine Palms shall certify to the adoption of this Chapter and cause publication to occur in a newspaper of general circulation and published and circulated in the City in a manner permitted under Government Code § 36933.

15.10.200 - Effective date
This Chapter shall become effective 30 days after the date of its adoption.

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

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Oct 24 2023
SUBJECT: Wastewater Project.

RECOMMENDATION:

The City Council provide policy direction on the Wastewater Project.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call The Question
ATTACHMENTS:
• Exhibit A - Prelim Phase 1
System
• 29P Wastewater Presentation
BACKGROUND:

The City has received the official notification from the State that the City of Twentynine Palms has received $50M in allocation for the Wastewater Project.

The State originally allocated $350 million for septic to sewer projects for small disadvantage communities.

However on July 18, 2023, the State Water Board approved a $150 million reduction in the Budget Act of 2021 Wastewater General Fund (GF) allocations consistent with the $200 million reduction outlined in Item 3940-495- 0001 of the Budget Act of 2023. As a result, we have been working on prioritizing small community wastewater projects for funding this fiscal year and determined that grant/principal forgiveness (PF) funds available for the State Water Board to encumber are not adequate to fund all the projects with complete applications; the City has submitted a complete application.

Currently, the State Water Board anticipates providing a maximum of $50 million in grant/PF funding for our Project. The maximum grant/principal forgiveness amount includes costs incurred under the existing planning project (C-06-8686-110). For the State Water Board to complete review of your funding application and encumber funds we have to provide the following:
 Project Engineering Report that includes the revised scope, cost, and schedule for the Project.  Draft Mandatory Use Ordinance requiring homeowners to connect to the sewer system (on tonight's agenda)
Please provide the requested information by January 31, 2024. A delay or lack of response may jeopardize funding for your project this fiscal year. Page 175 of 254 So with the above, and the departure of the City Manager, Staff is looking for direction of this project from the City Council.

Wastewater generated in Twentynine Palms is currently treated in septic tanks or leach fields and discharged in the ground. The exceptions to this are the Mainside area of MCAGCC and some of the new subdivisions and businesses which contain on-site wastewater collection and treatment systems. The City is concentrated around commercial areas which run along State Highway 62, also known as Twentynine Palms Highway and Adobe Road, which runs north to the Military Base. These areas contain the majority of multi-family and relatively dense single family land uses. Less dense single family and rural living are located in the majority of the remainder of the City. As population growth continues and more lands are urbanized, water usage, and therefore, septic loading within the District service area is anticipated to increase.

So, with the above, the City is moving forward with obtaining funding from State Water to fund a phased approach to adding sewer to the City, along with a Treatment Plant to treat the raw sewage. The City has requested $158M for this project, however due to limited funds from the State and multiple funding requests, the City is expecting to receive $50M for our project which means we will need to scale the plant and the collection system.

The current location of the plant as proposed is on APN #0623-17-111, however there has been a lot of public dialogue about this location being too close to residential. The Wastewater Advisory Committee has recommended to move the plant to the East on either APN# 0623-17-105 or APN# 0623-21-129. The first would be outside of the flood plain, and the other is within the flood plain. This specific future agenda item request is to move the treatment plant to the industrial zone. Moving the plant away from connections WILL increase the cost of the project that will take away from the plant and collection system funding. To get an accurate cost estimate to move the plant, we would need to reallocate dollars to the engineers and environmental consultants. NV5 gave a high-level guestimate, which did NOT have any studies associated with it at approximately $9M. As for the recommended relocations by the Advisory Board has cost increases, the level of effort by the engineers and environmental consultants are minimal because the locations are close to the currently proposed plant so access/right of ways, environmental studies, topography studies are within those areas.

ENVIRONMENTAL:

Mitigated Negative Declaration (MND) is complete, but depending on action more studies and reports maybe needed.

ALTERNATIVES:

The City Council could choose not to proceed with the $50M in construction but continue the planning for the project and seek construction funding at a later date.

FISCAL IMPACT:

To be determined depending on action; the City has approximately $2M available in planning dollars.

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ASSUMED

LOCATION

OF WWTP
TWENTYNINE PALMS HIGHWAY (SR-62)

DESERT KNOLL AVE

UTAH TRAIL UTAH TRAIL

JOE DAVIS DR

TWO MILE RD

DESERT KNOLL AVE

ADOBE RD ADOBE RD
TWENTYNINE PALMS HIGHWAY (SR-62)

BUENA VISTA DR

MESQUITE SPRINGS RD

MORONGO RD

EL PASEO DR

LARREA AVE

SULLIVAN RD

MESQUITE SPRINGS RD

TWO MILE RD

MORONGO RD

ASSUMED

LOCATION OF

LIFT STATION
PHASE 1E
PHASE 1A
PHASE 1B
PHASE 1D
PHASE 1C
DATE SUBMITTED: JAN 2023 227521-0000132

JOB NUMBER

EXHIBIT
A
SCALE
15092 AVENUE OF SCIENCE, SUITE 200
SAN DIEGO, CA 92128
P: 858.385.0500 WWW.NV5.COM

CITY OF TWENTYNINE PALMS - SEPTIC TO SEWER
1 inch = 1,200 feet
PRELIMINARY PHASE 1 SEWER SYSTEM
¹ Legend
Trunk Sewer
Force Main
Collector Sewer
Phase 1 Service Area
0 1,000 Feet
DRAFT

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TWENTYNINE PALMS

WASTEWATER PROJECT
Frank J. Luckino
City Manager
November 8, 2022

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PROJECT OVERVIEW
• The City is, with the exception of 6 package treatment plants, on septic tanks to process wastewater;
• The wastewater project is a forward-thinking, sustainability driven project; not a result of any water quality issues; • The impetus of the project is the opportunity to access state funding ($350M) with the ability to pay 100% of the initial phase(s) of the project;
• The initial phase(s) of the project will be collecting and treating approximately 35% of the City’s usage;
• The initial treatment plant will treat approximately an average daily flow of 0.56 MGD (Million Gallons a Day) Plant or 20% of what is needed by 2050.
2

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PROJECT TEAM
• City and Water District Staff (Oversight and Direction) • Carollo Engineering (Owners Representative and Wastewater Design)
• NV5 Engineering (Collection System Designer)
• Terra Nova - Environmental
• Wildan Financial
• CV Strategies (Outreach)
3

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TWENTYNINE PALMS WASTEWATER PROJECT
What money do we have for planning?
4 Funded Agency Amount
Clean Water State Revolving Fund $983,000
Clean Water State Revolving Fund (USGS) $1,000,000
Olbernolte Earmark (21/22 STAG funding) $663,224
Olbernolte Earmark (22/23 STAG Funding) $1,275,000
City Surplus $500,000
County ARPA $1,000,000
Water District Contribution (USGS) $100,000
TOTAL PLANNING $5,521,224

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TWENTYNINE PALMS WASTEWATER PROJECT
What money do we need for completing design and construction (big picture)? 5 Funding Task Amount
Hard Construction (Plant and Collection) +/- $137M
Add Advanced Treatment $20M
Land Acquisition TBD
Additional Planning Dollars needed $1.5M
Private Lateral Connection ($12K average per
connection)
Included in Hard Cost
TOTAL PLANNING $158.5M

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BEING GOOD NEIGHBORS
8 • Wide array of architectural
treatments to match your
community
• High tech approaches to
manage odor or impacts
• Proven technology with
example communities and
installations

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• USGS Study that will begin in 2023; the study will give us the specificity of how Nitrates are traveling in the unsaturated zone and where they occur in the City;
• The study will predict when density levels may create nitrate levels that pose a heath risk within the groundwater,
• Wastewater Treatment and Sewers are a tried-and-true piece of infrastructure to protect groundwater supply. Dating back to the Romans;
• The City suggests a proactive approach to groundwater proteciton; acting before a required order while there is significant funding available for the community.
9 TWENTYNINE PALMS WASTEWATER PROJECT
WHY ARE WE DOING THE PROJECT?

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• Money is here and now; State has allocated $350M for septic to sewer conversions. From a California only perspective, in my 18 years searching for Wastewater grant dollars, this is the single highest amount (Hi-Desert Water District, Blythe, and Twentynine Palms);
• In a public professional poll by Probosky Research (attached), 90% of people polled support infrastructure that benefits the residents; (p 40, Q #10)
• In addition, 77% of the people polled support sewering the City, however the percentage drops when money is discussed, suggesting cost is the barrier; (p 100, Q#20)
10 TWENTYNINE PALMS WASTEWATER PROJECT
WHY ARE WE DOING THE PROJECT?

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•No current water quality issues;
•Limited growth and density may reduce and/or limit the threat •The ultimate USGS report (5 years out) may show Nitrates NOT traveling into our water source in significant levels;
•As per the SNMP, we have not done the monitoring and analysis to determine we need it
•Some cannot afford it and/or no public support.
11 TWENTYNINE PALMS WASTEWATER PROJECT
WHY NOT TO DO THE PROJECT?

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TWENTYNINE
PALMS

WASTEWATER

PROJECT
12 Conventional Secondary
Treatment schematic Page 189 of 254
Membrane Bioreactor (MBR)
technology can be substituted
for conventional treatment to
give a higher quality tertiary
treated effluent (Title 22 -
current treatment process for
Hi-Desert WD). This process
provides a membrane filtration
step followed by UV light
disinfection.
13 TWENTYNINE PALMS WASTEWATER PROJECT

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Tertiary treated effluent
(Title 22) can be:

1. Used for purple pipe reuse
applications

2. Recharged to the
groundwater basin for
storage in an isolated subbasin – must have no
potable wells present
14 TWENTYNINE PALMS WASTEWATER PROJECT

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Advanced Water Treatment can be added to tertiary effluent to provide higher quality for IPR without the need for diluent water.

Most well-known local example is Orange County Water District’s GWR System.
15 TWENTYNINE PALMS WASTEWATER PROJECT

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16 TWENTYNINE PALMS WASTEWATER PROJECT
Relative
Cost
Conventional
Secondary
Conventional Tertiary
MBR Tertiary
Tertiary + Advanced Treatment
Treatment Level for
Recharge

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DISCUSSION
Questions?
17

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Oct 24 2023
SUBJECT: City Manager Recruitment.

RECOMMENDATION:

The City Council discuss the City Manager recruitment process as appropriate and provide direction to Staff.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question (roll call vote)
ATTACHMENTS:
• Bob Murray & Associates
Proposal
• Peckham & McKenny
Proposal
• Ralp Anderson & Associates
Proposal
BACKGROUND:

With the resignation of current City Manager Frank Luckino effective October 26, 2023, the City Council appointed James Lawrence (Larry) Bowden as interim City Manager at the October 16, 2023, meeting to serve in that role until a permanent City Manager is selected. Historically, the City's recruitment for City Manager has been provided by a recruiting firm that has access to a large network of well-qualified professionals. Staff received three (3) proposals from recruiting firms: Bob Murray & Associates, Peckham & McKenny, and Ralph Anderson & Associates which are attached to the Staff Report. As the position of City Manager is a critical position to the operations of the City, direction to initiate recruitment and provide direction for the recruitment of City Manager is requested.

ENVIRONMENTAL:

None.

ALTERNATIVES:

The City Council could choose either an internal or external recruitment process, i.e. internal Staff or a consultant.

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FISCAL IMPACT:

The proposed cost for a recruitment firm to is as follows:

Bob Murray & Associates- $30,000.00
Peckham & McKenny-$29,500.00
Ralph Anderson & Associates-$27,500.00

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A Proposal to Conduct an Executive Recruitment
for the Position of

CITY MANAGER
on behalf of the

CITY OF TWENTYNINE PALMS
1544 Eureka Road, Suite 280
Roseville, CA 95661
(916) 784-9080
(916) 784-1985 fax

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October 13, 2023

MAYOR MCARTHUR WRIGHT

AND CITY COUNCIL MEMBERS

CITY OF TWENTYNINE PALMS
6136 ADOBE ROAD
TWENTYNINE PALMS, CA 92277
Submitted Via Email: [email protected]
Dear Mayor and Members of the City Council:

Bob Murray & Associates is pleased to submit a proposal to conduct the City Manager recruitment for the City of Twentynine Palms. The following details our qualifications and describes our systematic—yet flexible—method of identifying, recruiting, and screening outstanding candidates on your behalf. It also includes a proposed budget, timeline, and guarantee.

At Bob Murray & Associates, we pride ourselves on providing quality service to local governments, non-profit agencies, and private firms by capitalizing on our decades of experience and vast network of contacts. As a minority and woman owned firm, Bob Murray & Associates’ places diversity, equity, and inclusion at the forefront of each recruitment. We recognize the importance of meeting each client’s unique recruitment needs and building a plan together to establish success. Our expertise ensures that the candidates we present to the City of Twentynine Palms will match the criteria you have established, be a positive addition to your organization, and be outstanding in their field.

Bob Murray & Associates recognizes that we work at the pleasure of the City Council and our job is to facilitate the Council in finding the City of Twentynine Palms’s next City Manager. Our best practice is to establish a strong partnership with the Council, to ensure the placement of a City Manager who is ideally suited to its needs. In developing this collaborative approach, we will seek the opportunity to meet with the Council individually to discuss their expectations for the City of Twentynine Palms’s new City Manager. The feedback received from Council will be essential in providing guidance when recruiting and screening candidates for the position.

With respect to the City Manager recruitment and the City of Twentynine Palms, Bob Murray & Associates has placed over 200 City Managers since our firm’s inception in 2000. We are currently conducting the County Administrator recruitment on behalf of the County of Marin, CA and City Manager recruitments on behalf of the California cities of South Gate and Pacific Grove. We are also currently conducting Assistant/Deputy City Manager recruitments on behalf of the California cities of Fresno, Petaluma, Santa Fe Springs, and Ventura. Our extensive contacts and knowledge of outstanding candidates will ensure you have a quality group of finalists from which to select the City of Twentynine Palms’s next City Manager.

Recent City Manager recruitments we have completed similar in size and scope to your upcoming search include the following:

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2023
Auburn, CA
Clayton, CA
Desert Hot Springs, CA
Downey, CA
Gonzales, CA
Merced, CA
Moraga, CA (Town Manager)
Piedmont, CA (City Administrator)
Rio Vista, CA
San Bruno, CA
San Marino, CA
San Rafael, CA
San Ramon, CA
Santa Clara, CA
Ventura, CA
Winters, CA
Yountville, CA (Town Manager)
2022
Calistoga, CA
Monterey County, CA (County Administrative
Officer)
Livermore, CA
Placer County, CA (County Executive Officer)
Rohnert Park, CA
St. Helena, CA
Sonoma County, CA (County Administrator)
Yolo County, CA (County Administrator)
2021
Cudahy, CA
Gridley, CA
Irvine, CA
Laguna Beach, CA
Los Altos Hills, CA
Los Banos, CA
Mt. Shasta, CA
Orinda, CA
San Clemente, CA
Scotts Valley, CA
Selma, CA
Sonoma, CA
South Pasadena, CA
Willits, CA
We work as a team on every search at Bob Murray & Associates. Your Project Lead would be Valerie Gaeta Phillips or Deanna Cantrell, who conducts a majority of our City Manager and Assistant City Manager recruitments. Ms. Gaeta Phillips or Ms. Cantrell is highly experienced in guiding elected bodies through the decision-making process and would not only direct and supervise the project team from beginning to end but also serve as your Recruiter.

To learn first-hand of the quality of our services and why the majority of our engagements come from repeat and referred clients, we invite you to contact the references listed on page 17 of the attached proposal.

We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 with any questions.

Sincerely,
Valerie Gaeta Phillips or Deanna Cantrell
President, Bob Murray & Associates

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TABLE OF CONTENTS
THE RECRUITMENT PROCESS................................................................2 STEP 1 DEVELOP THE CANDIDATE PROFILE........................................................2 Optional Service: Community and Staff Involvement.......................................................2 STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS ...................2 Reaching Diverse Candidates .........................................................................................3 STEP 3 RECRUIT CANDIDATES ................................................................................3 STEP 4 SCREEN CANDIDATES ..................................................................................4 STEP 5 CONDUCT PRELIMINARY INTERVIEWS......................................................4 STEP 6 SEARCH PUBLIC RECORDS...........................................................................4 STEP 7 MAKE RECOMMENDATIONS .......................................................................4 STEP 8 FACILITATE FINAL INTERVIEWS.................................................................5 STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS ............................5 STEP 10 ASSIST IN NEGOTIATIONS.........................................................................6 COMPLETE ADMINISTRATIVE ASSISTANCE .......................................6 COSTS AND GUARANTEE ..........................................................................7 PROFESSIONAL FEE AND EXPENSES ......................................................................7 Optional Services ...........................................................................................................7 GUARANTEE...............................................................................................................8 RECRUITMENT SCHEDULE .....................................................................8 FIRM PROFILE..............................................................................................9 REFERENCES..............................................................................................17

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 2

THE RECRUITMENT PROCESS
Bob Murray & Associates’ recruiters are specialists in finding a positive placement, providing security and fairness to candidates and clients while ensuring the integrity of the search process.

We understand that superlative recruiting for the City Manager will lead to superlative results for the City of Twentynine Palms. Outlined below are the steps in our proven recruitment process, refined through our 30+ years of experience in executive search.

STEP 1 DEVELOP THE CANDIDATE PROFILE
Our understanding of the City of Twentynine Palms’s needs will be key to a successful search.

Valerie Gaeta Phillips or Deanna Cantrell will meet with the City Council and key stakeholders to learn as much as possible about the ideal candidate for the City Manager position. We want to become familiar with the values and culture of the organization, as well as to understand the current and future issues, challenges, and opportunities in the City of Twentynine Palms.

Ms. Gaeta Phillips or Ms. Cantrell will review and help define the City’s wish-list regarding the ideal candidate’s personality, management style, knowledge, skills, and abilities and will work with the City to identify expectations regarding education and experience. The City Council and Ms.

Gaeta Phillips or Ms. Cantrell will discuss compensation, benefits, and other key information necessary to ensure that outstanding candidates are attracted to this opportunity. The profile we develop together at this stage will drive subsequent recruitment efforts.

Optional Service: Community and Staff Involvement
We find that many of our clients value a recruitment process that opens the opportunity for community members, business leaders, organization representatives, and employees to provide input regarding the ideal candidate. Our recruiters are skilled in designing and facilitating forums, town hall meetings, and online surveys that allow equitable involvement from a variety of constituencies and in consolidating feedback into a cohesive narrative of common themes.

If the City of Twentynine Palms so desires, we will work with the City Council to create a customized community and/or staff input process.

STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS
Ms. Gaeta Phillips or Ms. Cantrell and your dedicated Recruitment Coordinator will use the candidate profile developed with the City of Twentynine Palms to create a professional recruitment brochure, with the assistance of our professional graphic designer. The four-page, full-color brochure will describe the community, organization, position, ideal candidate, and compensation and will include pictures provided by the City of Twentynine Palms that you feel best represent your organization and your community.

Upon your approval, Ms. Gaeta Phillips or Ms. Cantrell will send the brochure by postal mail and email to a targeted audience, personally inviting potential candidates to apply for the City Manager position. We will also place the recruitment brochure on our website, which attracts over 11,000

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 3 unique hits weekly and is a trusted resource for candidates seeking executive and professional positions. Two sample brochures are included in this proposal package for your reference.

Ms. Gaeta Phillips or Ms. Cantrell will also design an effective advertising campaign appropriate for the City Manager recruitment. Our broadest outreach comes through our active social media involvement on Facebook, LinkedIn, and Twitter, where upcoming and current positions are posted. Sources such as Western City Magazine, PublicCEO, and the Careers in Government website will be used to reach an extensive local government audience, while position-specific postings will be chosen to attract candidates who have built their careers in and are committed to the City Manager field.

Suggested City Manager-specific advertising sources for the City of Twentynine Palms’s search include:

ICMA Newsletter
League of Women in Government
National League of Citires
Local Government Hispanic Network
California City Management Foundation
California City News
Bob Murray & Associates does not typically place ads with job aggregators or general job posting sites such as CareerBuilder, Monster, or Indeed, as we have found that the broad reach of these sites does not necessarily lead to quality candidates for executive and professional positions.

Reaching Diverse Candidates
Bob Murray & Associates, a woman- and minority-owned business, is proud of its commitment to attracting and placing diverse candidates. Not only do we place advertisements with websites designed to attract minority and female candidates, but our President, Valerie Phillips, is a member herself of many diversity-focused organizations including the Local Government Hispanic Network, the League of Women in Government, the Professional Women’s Network, Mexican Professionals, and Women Leading Government. She networks frequently with fellow members to gain insight into which potential candidates are leaders in their field.

Ms. Gaeta Phillips or Ms. Cantrell will seek to reach candidates in communities and organizations with demographic profiles and populations served like that of the City of Twentynine Palms, to maximize the potential for individuals from a wide variety of backgrounds, cultures, physical abilities, life experiences, and gender to be considered for the City Manager position.

STEP 3 RECRUIT CANDIDATES
The strongest candidates are often those who are successful and content in their current positions and need to be sold on a new opportunity. Our extensive network of contacts, developed through over 1,400 successful placements, is a primary source for identifying and obtaining referrals for these candidates. Our in-house database of 40,000 current and former executive and professional candidates is a valuable resource that can only be built over time—time that we have invested into perfecting our process for finding the right candidates for our clients. Our aggressive outreach efforts are focused on phone calls to personally invite potential applicants, answer questions, and allay any reservations, and these efforts are essential to the success of the City Manager recruitment.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 4 STEP 4 SCREEN CANDIDATES
Following the closing date for the recruitment, Ms. Gaeta Phillips or Ms. Cantrell will screen all resumes we have received, using the criteria established in the candidate profile as a basis upon which to narrow the field of candidates. Internal candidates receive sensitive consideration, and Ms. Gaeta Phillips or Ms. Cantrell will discuss with the City Council how the City of Twentynine Palms wishes to proceed with these candidates.

STEP 5 CONDUCT PRELIMINARY INTERVIEWS
Ms. Gaeta Phillips or Ms. Cantrell will personally interview the top 10 to 15 candidates from the resume screening, with the goal of determining which candidates have the greatest potential to succeed in your organization. To reduce travel-related expenses to our clients and increase efficiency in the search process, these interviews are typically conducted via Skype, FaceTime, or other convenient videoconferencing applications.

During these in-depth interviews, Ms. Gaeta Phillips or Ms. Cantrell will explore each candidate’s background and experience as it relates to the City Manager position, such as significant accomplishments, size and scope of responsibility, and organizational culture. In addition, Ms.

Gaeta Phillips or Ms. Cantrell will discuss with the candidates their motivation for applying for the position and assess his/her knowledge, skills, and abilities. We will devote specific attention to establishing the likelihood of the candidate’s acceptance of the position if an offer of employment is made.

STEP 6 SEARCH PUBLIC RECORDS
Under the direction of Ms. Gaeta Phillips or Ms. Cantrell, your dedicated Recruitment Coordinator will conduct a review of published print and online articles for each recommended candidate.

Sources include Lexis-Nexis™, Google, social media, and our contacts in the field. This will alert Ms. Gaeta Phillips or Ms. Cantrell to any further detailed inquiries we may need to make before our recommendations are finalized.

STEP 7 MAKE RECOMMENDATIONS
Based on our findings during the preliminary interview process, Ms. Gaeta Phillips or Ms. Cantrell will recommend a limited number of candidates for your further consideration. She will make specific recommendations and will help facilitate discussions regarding the candidate pool, but the final determination of those to be considered will be up to you.

We typically recommend 6-8 candidates that we feel will best match your expectations, and we prepare a detailed written report on each candidate. This bound report provided to each member of the decision-making body includes:

Candidate list with Recommended Finalists identified in Group 1 and Group 2 (primary and secondary recommendations), as well as Internal candidates Summary of experience, education, and salary information for each Recommended Finalist candidate
Complete cover letter and resume for each Recommended Finalist candidate

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 5 List of Other Applicants (those who did not meet minimum qualifications or were otherwise unsuitable, based on our screening process)
Bob Murray & Associates maintains all search records for a period of seven (7) years following each recruitment, and we are happy to forward cover letters and resumes for each applicant by postal mail or email as soon as the recruitment closes to new applications.

STEP 8 FACILITATE FINAL INTERVIEWS
Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will work with the City of Twentynine Palms to craft and implement an interview approach that fits your needs. This may include individual and panel interviews by the City Council and key stakeholders, community/employee interview panels, writing and presentation samples, meet-and-greets, or another specialized process element Ms. Gaeta Phillips or Ms. Cantrell helps the City of Twentynine Palms to design.

Ms. Gaeta Phillips or Ms. Cantrell will be present on-site during the interviews to facilitate as necessary during the process and to guide discussion to consensus regarding final candidates.

Bound interview books will be provided to each interview panel member containing:

Recruitment brochure with candidate profile
Interview schedule
Suggested interview questions
Experience summary, cover letter, resume, and rating form for each candidate
Ranking forms for use during the panel interview process We will work closely with your staff to coordinate and schedule interviews and candidate travel.

Our goal is to ensure that each candidate has a very positive experience, as the way the entire process is conducted will influence the final candidates’ perception of your organization.

STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS
Ms. Gaeta Phillips or Ms. Cantrell and your Recruitment Coordinator will conduct detailed reference checks for up to three (3) final candidates. To gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. In addition to gaining a 360-degree view of candidates from the perspective of their supervisors, subordinates and peers for the past several years, we will make a point of speaking confidentially to individuals who may have further insight into a candidate’s abilities but who may not be on their preferred list of contacts.

Your Recruitment Coordinator will work with candidates and our professional backgrounding firm, HireRight, to conduct credit, civil litigation, and motor vehicle record checks and verify candidates’ degrees.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 6 STEP 10 ASSIST IN NEGOTIATIONS
We recognize the critical importance of successful negotiations and can serve as your representative during this process. Ms. Gaeta Phillips or Ms. Cantrell knows what other organizations have done to put deals together with great candidates and what the current market is like for City Manager positions in organizations like the City of Twentynine Palms’s. She will be available to advise you regarding current approaches to difficult issues, such as housing and relocation. We will represent your interests and advise the chosen candidate and you regarding salary, benefits, and employment agreements, with the goal of putting together a deal that results in the appointment of your chosen candidate. With our proven experience and vested interest in a positive outcome, we can turn a very difficult aspect of the recruitment into one that is straightforward and agreeable for all parties involved.

COMPLETE ADMINISTRATIVE ASSISTANCE
We receive many unsolicited testimonials each year from clients and candidates alike noting our prompt, considerate, accurate, and professional service during the search process. Throughout the recruitment, in time intervals that suit the City of Twentynine Palms, we will provide you with updates on the status of the search and attend to all administrative details on your behalf.

Candidates receive immediate acknowledgement of their applications, as well as personal phone calls and/or emails (as appropriate) advising them of their status at each critical point in the recruitment. Candidates who receive preliminary or final interviews and are not chosen to move forward in the interview process will receive personal calls from Ms. Gaeta Phillips or Ms. Cantrell on behalf of the City of Twentynine Palms.

It is our internal company standard that all inquiries from clients and candidates receive a response within the same business day whenever possible, and certainly within 24 hours if the inquiry is received during the work week. Ms. Gaeta Phillips or Ms. Cantrell will be available to the City of Twentynine Palms by office phone, cell phone, and email at any time to ensure a smooth and stress-free recruitment process.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 7

COSTS AND GUARANTEE

PROFESSIONAL FEE AND EXPENSES
The fixed, flat professional services fee for conducting the City Manager recruitment on behalf of the City of Twentynine Palms is $23,000. Services provided for in this fee consist of all steps outlined in this proposal, including two (2) meetings on site. The professional fee does not limit the amount of time invested by Bob Murray & Associates in promoting a successful outcome for this project. In fact, our mission for this project is to ensure we assist in identifying the right candidate for the City of Twentynine Palms. Therefore, Ms. Gaeta Phillips or Ms. Cantrell will contact the City at the first anniversary of the placement to confirm an effective transition has occurred.

The City of Twentynine Palms will also be responsible for reimbursing expenses Bob Murray & Associates incurs on your behalf. We estimate expenses for this project not to exceed $7,000.

Reimbursable expenses include (but are not limited to) such items as the cost of recruiter travel; clerical support; brochure development; placement of ads; credit and civil background checks; education verification; and public records searches. Postage, printing, photocopying, and telephone charges are allocated costs and included in the expense estimate. In no instance will expenses exceed this estimate without prior approval from the City of Twentynine Palms.

Expense reimbursement for candidate travel related to on-site interviews will be the responsibility of the City of Twentynine Palms.

Optional Services
Community/Staff Input Forum: $1,500/day, plus travel expenses Online survey: $250
Additional on-site meeting days: $1,500/day, plus travel expenses Additional background checks: $250/candidate
Additional reference checks: $500/candidate
Other services: $250/hour or $1,500/day
Professional Fees and Reimbursable Expenses
Professional Services (Fixed Flat Fee) $23,000
Reimbursable Expenses
Example costs and approximate amounts include:

Brochure Design and Printing ($1,275)
Advertising ($3,000)
Background Checks – 3 candidates ($550)
Consultant Travel ($1,600)
Other expenses – supplies, shipping, clerical ($575)
$7,000
Not-to-Exceed Total $30,000

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 8

GUARANTEE
Should a candidate recommended by our firm position resign or be terminated within the first 12 months of employment, we will provide the City of Twentynine Palms with professional services to secure a replacement. Services will be provided at no cost, aside from expenses incurred on the City of Twentynine Palms’s behalf during the new search. We are confident in our ability to recruit outstanding candidates and do not expect the City to find it necessary to exercise this provision of our proposal.

RECRUITMENT SCHEDULE
We are prepared to start work on this assignment upon receipt of a signed professional services agreement or other written, authorized notification. A full search can be completed in 13-16 weeks from the date of initial meetings with our client.

The final recruitment schedule will be determined in collaboration with City of Twentynine Palms.

A typical timeline of tasks and events is included here for reference.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 9

FIRM PROFILE

OUR STAFF
Bob Murray & Associates is a small firm focusing exclusively on executive search services. We have a team of fifteen (15):

Bob Murray, Founder
Valerie Gaeta Phillips, President
Gary Phillips, Executive Vice President
Joel Bryden, Vice President
Yasmin Beers, Senior Executive Recruiter
Carmen Valdez, Senior Executive Recruiter
Adele Fresé, Senior Executive Recruiter
Bryan Hill, Senior Executive Recruiter
Stacey Stevenson, Senior Executive Recruiter
Deanna Cantrell, Executive Recruiter
Jon Lewis, Executive Recruiter
Alexandria Kopack, Recruitment and Operations Manager
Kathy Lolas, Senior Recruitment Coordinator
Stephanie Marshall, Senior Recruitment Coordinator
Gini Herndon, Contracts Administrator/Bookkeeper

BOB MURRAY, FOUNDER
Mr. Murray—known simply as “Bob” to his clients and candidates throughout the western U.S.— brings over 40 years’ experience as a recruiter and is recognized as one of the top local government recruiters in the nation. He conducted hundreds of searches for cities, counties, and special districts and was called on to conduct searches for some of the largest, most complex organizations in the country—and some of the smallest. Bob conducted searches for chief executives, department heads, professional and technical positions, taking the lead on many of the firm’s most difficult assignments with great success. His clients retained him again and again, given the quality of his work and success in finding candidates for difficult to fill positions.

As our Founder, Bob currently takes on few searches personally but continues to be an active presence at Bob Murray & Associates, providing valued insight and experience to our team members regarding all aspects of the recruitment process.

Mr. Murray received his Bachelor of Science Degree in Criminology from the University of California at Berkeley with graduate studies in Public Administration at California State University at Hayward.

VALERIE GAETA PHILLIPS, PRESIDENT AND RECRUITER
Ms. Gaeta Phillips has over 18 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Since joining Bob Murray & Associates, Valerie has completed over 160 searches in a diverse range of

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 10 fields, including city and general management, planning, finance, human resources, transportation, communication and public relations, community and economic development, information technology, parks and recreation, and operations. She has recruited at all levels of municipal and non-profit organizations, from technicians and engineers to Executive Directors and Chief Executive Officers.

Valerie is valued for her passion for finding and retaining the most outstanding candidates for even the most difficult or untraditional assignments and for her commitment to her clients’ success; she is also active in a variety of industry organizations and in diversity-focused associations. Valerie is called upon often to serve as an expert speaker on topics such as managing one’s online reputation, diversity issues in municipal and non-profit leadership, and how to identify a positive placement for the organizational culture.

Ms. Gaeta Phillips, along with Executive Vice President Gary Phillips, has a passion for helping people, evidenced by fundraising, sponsorship, and involvement in raising awareness for organizations such as Autism Speaks, the UC Davis M.I.N.D. Institute, and the Northern California Special Olympics.

GARY PHILLIPS, EXECUTIVE VICE PRESIDENT AND RECRUITER
Since joining Bob Murray & Associates, Mr. Phillips has completed over 125 searches for executives and professionals in a wide variety of fields including animal services, city and general management, planning, legal counsel, cyber security, and human resources. Gary’s clients have ranged from municipal government to non-profit and private sector organizations, and he has sourced outstanding candidates for positions from the level of division managers up to City Managers, Executive Directors, and General Managers.

Gary started his career with a New York-based Fortune 100 company and quickly became a Senior Manager, building and running a large customer service organization that eventually expanded to 13 countries in Europe. He proceeded to hold senior leadership positions in several Fortune 500 companies, with noted successes such as building an organization from two to 250 employees worldwide and growing a company from 800 to 1200 employees.

As part of an executive acquisition and recruiting team, Gary helped build a start-up enterprise software company in San Francisco, recruiting top-notch talent and building a world-class organization. He has maintained customer relationships in the public sector and the private sector, including medical and financial institutions. He prides himself on finding key talent and offering the best customer service to his clients.

Mr. Phillips, along with Ms. Gaeta-Phillips, is involved in his community as a soccer coach, as an organizer of fundraisers for Autism Speaks and the UC Davis M.I.N.D. Institute, and as a sponsor of the Northern California Special Olympics. Mr. Phillips received his Associate of Science degree and completed additional coursework at Rochester Institute of Technology, NY.

JOEL BRYDEN, VICE PRESIDENT AND RECRUITER
Mr. Bryden has over 30 years of local government experience that he brings to the firm, having retired as Chief of Police in Walnut Creek, CA prior to joining Bob Murray & Associates in 2013.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 11 Throughout his career, Joel has been involved in public sector consulting, with vast experience in hiring and promotional processes, as well as interviewing candidates for advancement in all aspects of local government.

Joel has a solid reputation as a leader in the public sector and his ability to find and evaluate outstanding applicants for our clients is invaluable in the search process. Since joining Bob Murray & Associates, Joel has conducted over 100 recruitments in a broad range of sectors including police, fire, building, planning, city management, and general management. He is often called upon to recruit specialized or difficult-to-fill positions, such as Independent Police Auditor.

Mr. Bryden is a graduate of the FBI National Academy and obtained his Bachelor of Arts Degree in Communication from San Diego State University. He is currently based in Walnut Creek, CA.

YASMIN BEERS, SENIOR EXECUTIVE RECRUITER
Yasmin Beers brings over 33 years of municipal government experience to Bob Murray and Associates. Yasmin retired as the City Manager for Glendale with a population of over 200,000.

She served as Chief Executive Officer overseeing close to 2,000 employees serving in Police, Fire, Public Works, Parks, Community Development, Library Arts & Culture, Innovation Performance & Audit, and Water & Power to name a few.

Yasmin’s three decades of experience in public service brings extensive background in public sector finance, human resources management, contract negotiations, strategic planning & organizational leadership, policy development, emergency response & planning, team building and performance improvement. Throughout her career, Yasmin has had a great deal of experience in recruiting, selecting and hiring employees for executive and management level positions with a focus on the organizational needs and culture.

Yasmin currently serves on the Glendale Adventist Medical Center’s Civic Advisory Board and the Advisory Board for Village Christian School. Yasmin is a past member of Soroptimist International of Glendale where she served as President in 1999/2000. She is a past board member of Glendale Healthy Kids, Salvation Army and the American Red Cross. In 2011 the Glendale Chamber of Commerce recognized Yasmin as Woman of the Year; in 2013 she was the recipient of The Armenian American Woman of Excellence Award; in 2014 Yasmin was recognized by the Glendale Educational Foundation for her distinguished service and philanthropic efforts; in 2015, YWCA awarded Yasmin with the Heart & Excellence Award; in 2017, she was recognized by Business Life Magazine as a Women Achiever; and in 2018 the California State Senate recognized Yasmin as one of the Woman of the Year, each a tribute to her core values that represent her civic responsibilities, volunteerism and community service.

Yasmin has a Bachelor of Arts degree in Political Science from California State University, Northridge and a Master’s degree in Organizational Leadership from Woodbury University.

CARMEN VALDEZ, SENIOR EXECUTIVE RECRUITER
Carmen Valdez provides executive recruitment and human resource services to municipal government agencies and non-profits. She has more than 25 years’ experience in team-building, executive search, general human resources, classification and compensation, testing, policy

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 12 development, performance management, organizational development, discipline, and other employee relations activities.

Carmen has most recently been consulting with Municipal Resource Group, prior to which she spent over 30 years with the City of Milpitas, a Silicon Valley city of 70,000 residents. In this capacity, she was responsible for collective bargaining, PEPRA and Affordable Care Act implementation, modernizing Human Resource services to improve efficiencies and reduce costs, revamping the Workers Compensation service delivery and completing a City-wide strategic plan. Carmen also spent almost 2 years as the Director of Recreation Services.

In addition to her significant experience in the public sector, Carmen earned a Bachelor of Arts degree in Business from University of Phoenix. She is also a member of Local Government Hispanic Network and League of Women in Government. She is an avid runner and enjoys giving back to her community.

ADELE FRESÉ, SENIOR EXECUTIVE RECRUITER
Adele Fresé brings 27 years of local government experience to Bob Murray & Associates, having retired as Chief of Police in Salinas, CA prior to joining the firm in 2021. Adele began her public service career in 1985 as an active-duty member of the United States Marine Corps before serving the City of Corpus Christi for 20 years.

Adele has extensive experience in hiring and promotional processes, as well as interviewing candidates for advancement in all aspects of local government.

During her 7 years as a Chief of Police, Adele exercised strong leadership and implemented monumental changes leading to the diversification of her agency’s sworn staff. Adele’s commitment to collaboration with the public and law enforcement agencies earned her the Partner of the Year Award from Homeland Security Investigations, and her Department the Community Policing Award from the Community Policing Institute of California.

Adele received her Bachelor of Science degree in Criminal Justice Administration from California State University at Hayward, and a minor degree in Sociology. She earned a Master of Science in Public Safety, completed the Senior Executives in State and Local Government program at the Harvard Kennedy School, and PERF’s Senior Management Institute for Police. She is a Texas Certified Public Manager.

BRYAN HILL, SENIOR EXECUTIVE RECRUITER
Chief Bryan Hill (ret.) spent over 30 years serving as a public safety leader in the San Francisco Bay Area. During his career, he worked for three appreciably different East Bay cities and developed and led several regional programs providing him a broad perspective of local government. Much of Bryan’s career was spent working in a wide variety of leadership and executive level roles. As a police chief and city department head he was known for a progressive and principled leadership approach.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 13 Throughout his career, Bryan emphasized community engagement. As a municipal government executive, he was dedicated to establishing lasting community partnerships, building strong teams, and continues to participate in leadership development.

Bryan received the California Police Officer’s Association Award of Distinction for his efforts in developing regional partnerships that increased efficiencies, professionalism and service to the community. Bryan received his Bachelor of Arts degree in Social Science from California State University, Sacramento and he earned a Master of Science in Organizational Leadership. He is a graduate of the FBI National Academy and holds a California POST Executive Certificate.

STACEY STEVENSON, SENIOR EXECUTIVE RECRUITER
In Ms. Stevenson’s 32 years of service in municipal government, she worked for the California cities of San Diego, National City, and Murrieta. Ms. Stevenson began her professional career in City of San Diego as a Personnel Analyst and went on to work in the Personnel, Metropolitan Wastewater, Engineering, and Contracting departments; as well as the City Manager’s office, progressing from Analyst to Deputy Director. She also assumed special projects such as the creation and opening of the City’s neighborhood service centers and Liaison to the City Council.

From San Diego she joined the City of National City where she served as the Director of Human Resources, the Director of Administrative Services, and Deputy City Manager. She oversaw Community Services, Finance, Human Resources, and Information Technology; and managed special projects such as the balloting and passage of the City’s local sales tax and the implementation of a new payroll module.

In the City of Murrieta, Ms. Stevenson served as Administrative Services Director and Deputy City Manager, again overseeing Community Services, Finance, Human Resources and Information Technology and managing special projects. Ms. Stevenson has also served as a commissioner on both the Child Care and Civil Service Commissions for the City of Chula Vista.

Ms. Stevenson holds a Bachelor’s degree in Industrial Organizational Psychology as well as a Master of Business Administration degree with an emphasis in Human Resource Management.

DEANNA CANTRELL, EXECUTIVE RECRUITER
Deanna Cantrell brings 28 years of municipal government passion and experience to Bob Murray & Associates as an executive recruiter. Deanna is recognized as a prominent driver of public safety leadership, innovative and evidence-based problem solving, advancing trust and community building, and developing leaders. She has a proven record for exceptional communication, talented public speaking, forward thinking policing, strategic planning, staff development, mentoring, and coaching.

Deanna was the Chief of Police for the City of Fairfield, California for over two years. Prior to that, Deanna served almost five years as the Chief of Police in San Luis Obispo (SLO) California, and over 21 years with the Mesa, Arizona Police Department where she moved through the ranks from Officer to Assistant Chief.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 14 Deanna has built a deep-rooted history of building trust with the community, improving employee health and wellness, and advancing meaningful police transformation. Deanna has developed numerous testing processes, has assisted in over 20 executive recruitments, and is gifted in mentoring, coaching and recognizing and developing talent. She served for four years as the Co-Chair for the California Women Leaders in Law Enforcement (WLLE) and is the WLLE Foundation Board President, also chairing the mentoring committee. Deanna served for six years on the California Police Chiefs Association Board. She is currently an Executive Fellow for the National Policing Institute and is on the Board for Police2Peace. In 2018 Deanna was selected as the 24th District, California Congressional Woman of the year, and in 2022, Women Leaders in Law Enforcement established the Deanna Cantrell Exceptional Leadership award.

Deanna holds a Bachelor of Science in Education and a Master of Administration from Northern Arizona University. She has an Executive Development Certificate from CA POST, teaches Advancing Ethical Leadership for CA POST through Cal State Long Beach, and is a graduate of Northwestern University Police Staff and Command School where she is also an adjunct faculty member, teaching policy, executive image, strategic planning, internal conflict.

Deanna enjoys the arts, playing the guitar, golfing, and growing future leaders.

JON LEWIS, EXECUTIVE RECRUITER
Jon Lewis brings over 30 years of municipal government experience to Bob Murray and Associates. Jon began his career in public service in 1991 with the City of Newport Beach, an iconic coastal community of 53 square miles in Southern California. After successfully working his way through the ranks of the Police Department, he honorably retired in December of 2022 after serving as the Chief of Police for nearly seven years. Jon is known for his commitment to selfless service, ethical leadership and maintaining longstanding community partnerships. During his tenure as Chief of Police, the Newport Beach Police Department achieved reduction in crime to historic lows through effective, data-driven community policing strategies as well as excellence in emergency response and 911 call answer times.

Jon graduated with honors from California State University Long Beach with a Bachelor of Science degree in Criminal Justice and Speech Communication, and holds a Master of Arts degree in Criminal Justice from Chapman University. He is a graduate of several advanced law enforcement training courses including the California Commission on Peace Officer Standards and Training Command College. Jon has authored two university-level textbooks in criminal justice and is an instructor with the Center for Criminal Justice Research and Training at California State University Long Beach.

He and his wife, Darcy, have two children and reside in Orange County.

ALEXANDRIA KOPACK, RECRUITMENT AND OPERATIONS MANAGER
Alex is the Recruitment & Operations Manager with Bob Murray & Associates, and partners closely with each executive recruiter to support both clients and candidates through the entire recruitment process. Alex offers support to the recruitment coordinators by ensuring each employee has the tools necessary for success within the firm. She also posts available positions to

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 15 job boards, schedules interviews, conducts background checks on candidates, and creates marketing materials for each search.

Alex graduated with a bachelor’s degree in Business Administration from Boise State University.

She has several years of experience in many different office settings and is eager to assist in the hiring process.

In her spare time, Alex enjoys spending time with her husband, family, and poodle (Theo), as well as playing tennis whenever weather allows.

KATHY LOLAS, SENIOR RECRUITMENT COORDINATOR
Kathy recently joined the Bob Murray & Associates team after eight years of retirement. She is serving as a Recruitment Coordinator and brings over 30 years of experience from the residential real estate, state government, and life coaching industries. As a Recruitment Coordinator, Kathy partners closely with executive recruiters to provide support to candidates and clients throughout the recruitment process. She assists with scheduling, conducting background checks, creating marketing materials, and posting advertisements for open recruitments.

Kathy returned to graduate school in 2015, earned her Master’s degree and launched a private lifecoaching practice. She is known for her outgoing personality, attention to detail and collaborative approach to successfully completing executive recruitments. In her free time, Kathy enjoys playing jazz piano, travel, boating, and playing with her poodle, “Rocky”.

STEPHANIE MARSHALL, SENIOR RECRUITMENT COORDINATOR
Stephanie serves as a Recruitment Coordinator with Bob Murray & Associates, partnering closely with executive recruiters to support clients and candidates through the recruitment process. She assists with scheduling interviews, creating marketing materials, posting advertisements, and conducting background checks, as well as many other administrative tasks that contribute to the success of each recruitment.

Stephanie graduated with a Bachelor’s degree in Anthropology and earned a Paralegal certification from the University of California, Davis. She’s worked in various offices before her time at Bob Murray & Associates and is excited to assist in the hiring process.

During her free time, Stephanie enjoys spending time with family, reading high fantasy novels, and being out on the water.

GINI HERNDON, CONTRACTS ADMINISTRATOR/BOOKKEEPER
Ms. Gini Herndon is the Contracts Administrator/Bookkeeper at Bob Murray & Associates. Ms.

Herndon is the first point of contact at Bob Murray & Associates and has an extensive administrative background in business law.

Ms. Herndon is known for her collaborative approach as she works closely with our internal team and clients to ensure a successful search. As a first point of contact, Ms. Herndon is highly professional and maintains a high level of confidentiality and sensitivity.

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 16

CORPORATION
Bob Murray & Associates was founded in May 2000 and operated under the corporation name MBN Services, Inc. until June 2014; our new corporation name is GVP Ventures, Inc., incorporated in California in 2014. Contact information for the corporation and the firm is as follows:

GVP Ventures, Inc. OR Bob Murray & Associates
1544 Eureka Road, Ste. 280
Roseville, CA 95661
(916) 784-9080
[email protected]
Our corporation and firm are financially sound (and have been so since 2000), with documentation from our accountant available to your organization prior to final execution of a professional service agreement. We have never been involved in any litigation, aside from our personnel serving as expert witnesses when called to do so.

PROFESSIONAL ASSOCIATIONS
Our firm, represented by either our President or our Executive Vice President, are involved in the following organizations to remain engaged with current and future issues relevant to the work we conduct on behalf of clients like City of Twentynine Palms:

California Special Districts Association – Member
California City Management Foundation (CCMF) – Member
International City/County Management Association (ICMA) – Member League of California Cities – League Partner
League of Women in Government – Sponsor/Member
Municipal Management Association of Northern California (MMANC) –Sponsor/Member Municipal Management Association of Southern California (MMASC) –Sponsor/Member National Forum for Black Public Administrators (NFBPA) – Committee member for Marketing and Branding
Members of our leadership team not only attend events sponsored by these associations but are also frequently called upon to serve as panel members and to provide specialized lectures regarding industry-specific issues.

Recent and upcoming speaking engagements and trainings provided by our staff include:
“Role of the Chief” class, presented by Joel Bryden on behalf of the California Police Chiefs Association
Organization of Latino Affairs invited speaker, Valerie Phillips for Hispanic Heritage Month; and
“The Next Step on Your Career Ladder: A Rung Up or a Missed Step? What City Managers are Seeking to Create a Dream Team,” Bob Murray & Associates is a leading participant on the MMANC 2019 Conference Panel

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Bob Murray & Associates Proposal for the City of Twentynine Palms Page 17

REFERENCES
Clients and candidates are the best testament to our ability to conduct quality searches. Clients for whom Bob Murray & Associates has recently conducted similar searches are listed below:

CLIENT: City of Downey, CA
POSITION: City Manager
REFERENCE: Mr. James McQueen, Director of Human Resources (562) 904-7292
Mr. Mark Scott, Interim City Manager
(760) 574-9562
CLIENT: City of Irvine, CA
POSITION: City Manager
REFERENCE: Mr. Jimmee Medina, Director of Human Resources & Innovation (949) 724-6278
CLIENT: City of San Marino, CA
POSITION: City Manager
REFERENCE: Ms. Lizette Guerrero, Human Resources Director (626) 300-0704
We appreciate the City of Twentynine Palms’s consideration of our proposal and look forward to working with you.

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CITY

MANAGER
community, all while maintaining integrity and a sense
of strength, calm, and humor.

COMPENSATION AND BENEFITS
The salary range for the City Manager is $225,000 - $245,000 and is dependent upon experience and qualifications. The City of San Marino also offers an attractive benefits package including the following:

Retirement – CalPERS Tier 2 (Classic members hired after July 1, 2012) 2% @ 60; and new hires (those who join CalPERS on or after January 1, 2013) PEPRA membership 2% @ 62. The City does not participate in Social Security.

Health Benefits – Medical provided through CalPERS which offers a selection of plans, Delta Dental (HMO or DPO), VSP vision, and other ancillary benefits. City monthly contributions up to $1,106.94 (employee only), up to $2,150.10 (employee + 1 dependent), and up to $2,812.36 (employee + 2 or more dependents).

Deferred Compensation – Provided by the City and subject to negotiation.

Life and Long-Term Disability Insurance – The City provides a $50,000 basic life insurance plan for the City Manager and long-term disability insurance coverage.

Vacation and Sick Leave – Vacation leave accrual is incremental ranging from 7.5 to 15 hours per month depending on years of service. Sick leave accrual up to 10 hours per month and employees may cash out balances in excess of 160 hours at the rate of .50 on the dollar based on their hourly rate of pay.

Holidays – 11 holidays per calendar year.

Administrative Leave – The City Manager receives up to 80 hours annually.

Bereavement Leave – Provided pursuant to the limitations stated in City Resolution R-22-46.

Tuition Reimbursement – Maximum annual reimbursement is $2,500 per employee subject to available funds and the number of employees submitting for reimbursement.

Automobile Allowance – Provided by the
City and subject to negotiation.

TO APPLY
If you are interested in this outstanding opportunity, please apply online at:
www.bobmurrayassoc.com
Filing Deadline:

March 24, 2023
Following the closing date, resumes
will be screened according to the
qualifications outlined above. The
most qualified candidates will be
invited to personal interviews with
Bob Murray & Associates. A select
group of candidates will be asked
to provide references once it is a
nticipated that they may be recommended as finalists. References will be contacted only following candidate approval. Finalist interviews will be held with the City of San
Marino. Candidates will be advised
of the status of the recruitment
following selection of the City
Manager.

If you have any questions, please do
not hesitate to call Yasmin Beers at:
(916) 784-9080

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IN THE BEAUTIFUL

CITY OF SAN
MARINO…
Situated 12 miles from the majestic foothill
mountains, the City of San Marino, California,
with a population of approximately 13,000, is
located northeast of Los Angeles in the San Gabriel
Valley. Incorporated in 1913, San Marino is primarily a residential community known for expansive properties surrounded by beautiful gardens, wide streets, well-maintained parkways, and top-performing schools.

A city of 3.75 square miles, the City is home to numerous recreational and cultural opportunities that complement all interests.

Residents and visitors enjoy hiking in the foothill mountains, exhibits at The Huntington Library, Art Museum, and Botanical Gardens, historical culture and art galleries at the Old Mill (El Molino Viejo), and recreational activities at the historic Lacy Park. Other recreational activities include shopping and dining in the delightful business districts along Mission Street and Huntington Drive.

With a focus on resident services and community engagement, the City of San Marino is recognized for its police and fire services, library, parks and community amenities, and planning and zoning that maintain the community’s high-quality residential character. The City’s appeal as a small community, its attention to residents, and being ranked as the 12th safest city in California makes San Marino among the state’s best places to live. San Marino residents, including long-time homeowners and young families, are well-educated, successful, highly engaged with, and proud of, their City.

To learn more about the City of San Marino, please visit:
www.cityofsanmarino.org

THE CITY
The City of San Marino is a General Law city and operates under the Council/Manager form of government. The City Council consists of five members that are elected at-large and typically serve staggered, four-year terms. Mayor and Vice Mayor seats typically are one year in duration and are selected by the
Council Members. The City
Council appoints the City
Manager, City Attorney, and
City Treasurer. The City
Council also confirms all
Executive Team appointments.

The City of San Marino
provides excellent, responsive, and highquality services for the community.

The City has approximately 134 Full
Time Equivalents within the departments of the City Manager’s Office, Community Development,
Community Services (Recreation
and Library), Finance, Fire, Human
Resources, Police, and Parks & Public
Works. Based on the City’s high property values, property tax revenue, and fiscal conservatism, the community
is financially stable, with an Operating
Budget of $30.1 million and Capital
Budget expenditures totaling $16.6
million for 2022-23 Fiscal Year. The
City Manager’s office embraces a community focused and action-oriented approach for the Executive Team
and prioritizes respect, candor, and
team building.

THE

POSITION
The new City Manager joins an established and thriving local municipality.

The City Manager will create and
enhance existing relationships and
partnerships within the community.

The City Manager will manage City
operations under the direction of
the City Council and is responsible
for the efficient administration of
City affairs. The City Manager will
advise the City Council on policy
matters and carry out the policy
directives of the City Council. The
City Manager will build a culture of
mutual trust and respect with City
Council, City staff, and within the
community.

One of the primary responsibilities
of the City Manager is to manage
the operations of the City of San
Marino with economy, efficiency,
equity and effectiveness, and to collaborate with City staff to achieve those goals. The City Manager will
lead a dedicated staff in addressing the
myriad of challenges that impact
local municipalities, ensure
cross-departmental collaboration in order to bring
about greater efficiency and
economy in City government, and develop and
recommend to the City
Council long-range plans
to improve City operations
and prepare for future City
growth.

The new City Manager will advocate for the City’s interests, will work to increase the City’s influence as a
leader in good government, and will support the
Council’s efforts to engage in legislative advocacy on local, state, and national levels. The City Manager will keep City Council well informed and provide well supported recommendations, and be respectful and responsive in implementing Council policies.

Duties also include:
• Attending all City Council meetings;
• Advising the City Council on issues, programs, and financial status; preparing and recommending long and short-range plans for City service provision, capital improvements and funding; and directing the development of specific proposals for action regarding current and future City needs;
• Submitting and recommending the annual operating and
capital improvements budget to the Council;
• Recommending ordinances and resolutions to the
Council for adoption such as measures, resolutions,
or ordinances as they deem necessary or expedient;
• Attending Commission and board meetings and
aiding as needed;
• Exercising general supervision over all public
buildings, public parks and other public property
under the control and jurisdiction of the City;
• Overseeing the selection, training, professional
development, and work evaluation of City staff; building a culture of trust and collaboration; overseeing the implementation of personnel policies and standards; providing policy guidance and interpretation to staff; and
• Directing the preparation of and preparing a variety of correspondence, reports, policies, procedures, and other written materials; and monitoring changes in laws, regulations and technology that may affect City operations; implementing policy and procedural changes as required.

THE IDEAL

CANDIDATE
The new City Manager will be a
highly qualified, motivated and innovative leader who possesses in depth experience in the areas of
municipal housing issues, finance,
human resources and city management, as well as in bringing diverse groups and cultures together. The
City of San Marino is looking for a
collaborative leader who prioritizes
community engagement, actively
listens, communicates effectively
and thinks strategically. The new City
Manager will be able to establish
and execute shared goals while
successfully navigating the complexities associated with running a city today.

The City of San Marino is looking for
a new City Manager who instills
trust and inspires confidence with
City Council, department directors,
staff and within the community.

The new City Manager will demonstrate a background of actively participating in staff and community group meetings and events, and of personally
engaging with all community members.

The new City Manager
will be an excellent
communicator, will
provide the same level
of transparency amongst
all Council Members.

The next City Manager will
need to be successful in balancing local and regional issues. A background in municipal management,
finance, organizational leadership,
and budgeting is particularly desirable.

The new City Manager must have a
keen understanding of the City of

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San Marino, and its rich diverse

IN THE BEAUTIFUL

A city of 3.75 square miles, the City is home to numerous recreational and cultural opportunities that complement all interests.

To learn more about the City of San Marino, please visit:
www.cityofsanmarino.org

The City of San Marino
provides excellent, responsive, and highquality services for the community.

THE

POSITION
The new City Manager joins an established and thriving local municipality.

The City Manager will create and
enhance existing relationships and
partnerships within the community.

THE IDEAL

The City of San Marino is looking for
a new City Manager who instills
trust and inspires confidence with
City Council, department directors,
staff and within the community.

The new City Manager will demonstrate a background of actively participating in staff and community group meetings and events, and of personally
engaging with all community members.

The new City Manager
will be an excellent
communicator, will
provide the same level
of transparency amongst
all Council Members.

The new City Manager must have a
keen understanding of the City of

Page 219 of 254 ends

San Marino, and its rich diverse
CITY

MANAGER
community, all while maintaining integrity and a sense
of strength, calm, and humor.

Deferred Compensation – Provided by the City and subject to negotiation.

Life and Long-Term Disability Insurance – The City provides a $50,000 basic life insurance plan for the City Manager and long-term disability insurance coverage.

Holidays – 11 holidays per calendar year.

Administrative Leave – The City Manager receives up to 80 hours annually.

Bereavement Leave – Provided pursuant to the limitations stated in City Resolution R-22-46.

Tuition Reimbursement – Maximum annual reimbursement is $2,500 per employee subject to available funds and the number of employees submitting for reimbursement.

Automobile Allowance – Provided by the
City and subject to negotiation.

TO APPLY
If you are interested in this outstanding opportunity, please apply online at:
www.bobmurrayassoc.com
Filing Deadline:

If you have any questions, please do
not hesitate to call Yasmin Beers at:
(916) 784-9080

Page 220 of 254 ends

CITY

MANAGER
eight (8) years of progressively responsible
experience in an administrative managerial or
staff capacity in public or private employment.

COMPENSATION
The salary for the previous City Manager was $287,456.

The salary for the new City Manager is negotiable and
dependent on qualifications and experience. The City
also offers a generous benefits package including:
• 160 hours of paid vacation per year.
• 96 hours of paid sick leave per year.
• 32 hours of paid executive management leave per calendar year.
• 11 paid holidays per calendar year.
• CalPERS Retirement
– Classic Second Tier is 2% at 60, hired on or after
January 11, 2012.
– 2% at 62 Formula: New Members hired on or after
January 1, 2013.
• City medical insurance coverage for you and your qualified dependent(s) in a CalPERS medical plan.
• City contribution of up to $52.80 per month towards dental insurance coverage through Delta Dental for you and your qualified dependent(s).
• City paid coverage for Long Term Disability and Accidental Death and Dismemberment (AD&D) insurance.
• City paid EAP benefit.
• City paid coverage for a basic life insurance policy in the amount of $100,000.
• City paid bi-annual physical exam.
• City provided vehicle.
• Additional compensation options may be negotiable.

TO APPLY
If you are interested in this outstanding opportunity, please apply online at:
www.bobmurrayassoc.com
Filing Deadline:

November 18, 2022
Following the closing date,
resumes will be screened
according to the qualifications
outlined above. The most
qualified candidates will be
invited to personal interviews
with Bob Murray & Associates.

A select group of candidates will
be asked to provide references
once it is anticipated that they
may be recommended as finalists. References will be contacted only following candidate approval. Finalist interviews will be held with the City of Downey.

Candidates will be advised of
the status of the recruitment
following selection of the City
Manager.

If you have any questions,
please do not hesitate to call
Ms. Valerie Phillips at:
(916) 784-9080

Page 221 of 254 ends

THE COMMUNITY
The City of Downey is a dynamic
and diverse community located in
the heart of Los Angeles County.

More than 113,000 residents are proud
to reside in Downey due to its nationally
recognized schools, numerous well-kept parks,
and various amenities, including a regional mall, major shopping and business centers, the Downey Theatre,
Downey Library and the Colombia Memorial Space Center.

Incorporated in 1965, Downey has a mission to remain
committed to continuously improving the quality of life for the community by providing excellent service in a professional, ethical, and responsible manner. The City’s values include integrity, commitment, respect, teamwork, engagement,
passion, and excellence. Downey offers a wonderful community where individuals, families and businesses are proud to live, work, and play.

Downey has a strong economic base. The residential community is characterized by a large number of identifiable, well-maintained neighborhoods. Downey has long been considered “an aspirational city” in this part of Los Angeles County. The community is also served by several significant shopping centers which generate very healthy sales tax and employment opportunities. Residents and visitors can choose from among a broad spectrum of
dining choices featuring both local and national brands. The City is situated such that new economic development investment is active and an important part of the City Manager’s work portfolio. The Downey Unified School District is very highly rated, as is the local medical community.

The City prides itself in being a full-service municipal organization with over 700 employees providing an array of services including police, fire protection, emergency medical services, water distribution, library services, and
parks and recreational facilities.

The City operates under
the City Council – City
Manager form of government and has a
City budget FY 22-
23 of $262.4. million.

THE POSITION
Downey has enjoyed stability
in the City Manager position.

The last two City Managers
served for 22 and 11 years respectively. At present, however, the City is undergoing transitions
among both City Council and
Senior Staff positions. There is
a strong desire in the community
to retain Downey’s long valued
tradition of good governance.

This creates a nearly unique
opportunity for a professional
City Manager who can help
guide the transition of new
Council and staff into a highfunctioning team. The objective is to blend the energy and “fresh
eyes” of new teammates with
the valued foundational strength
and wisdom of the past. There
are currently Interim appointees
in the City Manager, City Attorney, Assistant City Manager, and Community Development
Director positions. At least two
City Council seats will change
after the November election.

This is a remarkable opportunity
for a confident and inspirational
leader with a commitment to
team achievement.

The City Manager coordinates
and supervises the overall
administrative activities and
operations of the City, and
advises and assists the City
Council in exercising independent judgment and initiative.

The City Manager will direct
and participate in the development and implementation of goals, objectives, policies, and
procedures; will assist the
Council by coordinating
the various departments,
divisions, and services
of the City government;
will direct and participate in the preparation and administration of the City budget; and will prepare long
term plans of capital improvements with plans for
their financing. This position is
also responsible for directing and
coordinating administrative affairs of the
City government including personnel and labor relations management, purchasing and property management, community relations, and related activities. Other duties include but are not limited to:
• Preparing and submitting to the City Council reports of finance and administrative activities, keeping the City Council advised of financial conditions, program progress, and present and future needs of the City.
• Preparing items for the City Council agenda and participating in Council meeting discussions.
• Overseeing the enforcement of all City ordinances.
• Interpreting, analyzing, and explaining policies,
procedures, and programs.
• Conferring with residents, taxpayers, businesses,
and other individuals, groups, and outside
agencies having an interest or potential
interest in affairs of City concern.
• Performing other related duties as assigned.

THE IDEAL CANDIDATE
The City is seeking a collaborative, team oriented,
and politically astute City Manager. The ideal
candidate is innovative and forward thinking with
the ability to encourage others to take initiative. The successful candidate will inspire and empower staff by
modeling respect and integrity, and will foster a transparent work environment. Experienced candidates that are goal oriented with knowledge of municipal
governments are encouraged to apply.

The new City Manager must
have the ability to use tact,
initiative, and independent
judgment within general policy,
procedural, and legal guidelines. The ideal candidate has the ability to work with and
coordinate the activities of
administrative officials, provide
effective leadership, and coordinate the activities of a large municipal organization. They
must have knowledge of principles and practices of public administration, budgeting, personnel administration, organization, and management. A strong candidate is able to analyze,
interpret, summarize, and present administrative and technical information and data in an effective manner. The successful candidate has the demonstrated ability to communicate clearly
and concisely, both orally and
in writing, as well as the ability
to appraise situations and
people accurately and
quickly, and adopt an
effective course of
action. The new City
Manager must also
serve effectively as
the administrative
agent of the City
Council, and must
have knowledge of
federal and state laws,
and rules and regulations.

Qualified candidates possess
a Bachelor’s degree from an
accredited college or university
with major coursework in Public
Administration, Finance, EngiPage 222 of 254
neering, or a related field, and

THE COMMUNITY
The City of Downey is a dynamic
and diverse community located in
the heart of Los Angeles County.

The City operates under
the City Council – City
Manager form of government and has a
City budget FY 22-
23 of $262.4. million.

THE POSITION
Downey has enjoyed stability
in the City Manager position.

This is a remarkable opportunity
for a confident and inspirational
leader with a commitment to
team achievement.

Qualified candidates possess
a Bachelor’s degree from an
accredited college or university
with major coursework in Public
Administration, Finance, EngiPage 223 of 254
neering, or a related field, and
CITY

MANAGER
eight (8) years of progressively responsible
experience in an administrative managerial or
staff capacity in public or private employment.

COMPENSATION
The salary for the previous City Manager was $287,456.

TO APPLY
If you are interested in this outstanding opportunity, please apply online at:
www.bobmurrayassoc.com
Filing Deadline:

Candidates will be advised of
the status of the recruitment
following selection of the City
Manager.

If you have any questions,
please do not hesitate to call
Ms. Valerie Phillips at:
(916) 784-9080

Page 224 of 254 ends

———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— October 13, 2023
Mayor Wright, Mayor Pro Tem Bilderain, and Council Members Klink, Mintz, Sr. and Scott City Council, City of Twentynine Palms
c/o Frank Luckino, City Manager
6136 Adobe Road
Twentynine Palms, CA 92277
Via PDF/Email to: [email protected]
Dear Mayor Wright and Members of the City Council,
Thank you for considering Peckham & McKenney for the City of Twentynine Palms recruitment for City Manager. Peckham & McKenney would be honored to represent the City Council in this important search and specifically finding exceptionally skilled and experienced candidates for working with you, serving City residents, achieving your goals, and serving as the organization’s leader.

As a mid-size, long-standing, successful, and boutique firm, Peckham & McKenney is known for achieving successful and long-term placements through aggressive outreach. Among many of our strong attributes, these are four key reasons cities choose us:
• We actively and personally search for, find and pursue candidates. We don’t rely on ads and posts for attracting applicants. We have an extensive network, use the telephone and LinkedIn, and sell the opportunity.
• We limit the number of concurrent searches in order to directly focus on serving our client. • We prioritize communicating with our client and applicants to keep everyone informed. • Your recruiter is personally, solely, and directly doing, and responsible for, all aspects of the search while also serving as your one point of contact. In other words, the individual who knows you and the position the most is handling all components of the recruitment.

Our Peckham & McKenney team is comprised of retired City executives who are passionate about the public sector. As a Recruiter and owner of the firm, I’m proud of what we do because our team’s values and priorities are to assist public agencies in furtherance of good government; place quality above quantity; and build long lasting relationships with those in the public service. We have also conducted several searches in the general region over the past 3 years and specifically for the Cities of Desert Hot Springs, Indio, Palm Springs and Rancho Mirage.

Either Tara Schultz or I will serve as your recruiter. Both of us are Los Angeles County residents and regular visitors to the neighboring Coachella Valley communities. We are also both retired City Managers with decades of experience working in southern California local governments. As such, we are both very familiar with the responsibilities of the City Manager, expectations of the position and working with the City Council.

Page 225 of 254 ends

———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— Moreover, with personally having conducted numerous searches, we know and understand what is necessary to find good candidates and we have a strong, excellent network for attracting candidates.

Attached is an example of a Candidate Profile that illustrates the information we collect, detail and utilize to attract applicants. Also attached is our proposal for conducting the search that includes information about our firm, process, timeline, resources, references, experience and fee. We charge a fixed, all-inclusive fee.

This search will necessitate a lot of personal, direct outreach and time, and because we want to find the right fit for you, we are proposing $29,000 that I’d be pleased to discuss. We would also be pleased to participate in a Zoom interview to personally present and discuss our proposal. Our proposal outlines a 12- to 14-week search process.

We are excited for the opportunity to implement the process leading to the successful placement of a candidate that “fits” the City’s interests. Please feel free to call me at 310.567.1554 if there are any questions.

Sincerely,
Anton “Tony” Dahlerbruch
Executive Recruiter
[email protected]
Enclosure:

City of Twentynine Palms Search Proposal
Candidate Profile Example (City of Big Bear Lake)

Page 226 of 254 ends

———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ———————— City of Twentynine Palms

RECRUITMENT PROPOSAL
for
City Manager
October 13, 2023

Page 227 of 254 ends

———————— Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 ————————

TABLE OF CONTENTS
WHY CHOOSE US? 1
EXPERIENCE 2
YOUR RECRUITMENT TEAM 4
THE SEARCH PROCESS AND SCHEDULE 6
COST OF SERVICES 7
Cost of Services
Process of Payment
Insurance
GUARANTEE AND DIVERSITY 8
Guarantee
Diversity Statement

Page 228 of 254 ends

1 | Peckham & McKenney

Page 229 of 254 ends

2 | Peckham & McKenney

EXPERIENCE
With our recruitment team that solely consists of retired City Managers, Assistant City Managers, Police Chiefs and Department Heads, and our expert support team, Peckham & McKenney brings more experience and knowledge of local government and executive search than any other California recruiter. Just a few of our most recent recruitments related to your search for a City Manager have been for:
• City Manager, City of Anderson, CA
• City Manager, City of Big Bear Lake, CA
• City Manager, City of Manteca, CA
• City Manager, City of Pleasant Hill, CA
• City Manager, City of Seaside, CA
• City Manager, City of Watsonville, CA
• Assistant City Manager, City of Hollister, CA
• Assistant City Manager, City of San Luis Obispo, CA
• Deputy City Manager, City of Thousand Oaks, CA
• County Executive Officer, Napa County, CA
• County Administrator, Solano County, CA
• County Administrative Officer, Mono County, CA
• Assistant County Executive Officer, Santa Barbara County, CA • Assistant County Administrative Officer/Human Resources Director, Mariposa County, CA Please don’t hesitate to contact these agencies as well as our large list of current and former clients on our website (here); they will attest to our quality of service, on-going communication throughout the process, personal and direct outreach and sourcing of candidates, quality applicant pool, written materials and interview facilitation.

As an ambassador of our clients, Peckham & McKenney is also known for maintaining ongoing communications with our applicants throughout the search process, treating every applicant with respect, and appropriately informing candidates to support their best effort. The numerous compliments we have received from applicants fairly illustrate this reputation.

Comfortable and Professional
Experience
“I’d like to thank you again for your support
and guidance throughout the recruitment and
selection process. It was a comfortable and
professional experience, and I attribute a great
deal of that to you. It’s my hope that our
professional paths may cross again in the
future.” Candidate
Straightforward, Friendly, and Humane
Recruitment Process
“I wanted to let you know what a terrific job I
thought you and Peckham & McKenney did on the
recruitment. It was absolutely the most
straightforward, friendly, and humane recruitment
process I’ve ever participated in. And I would feel
the same way even if the outcome was not
successful for me.” Candidate

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3 | Peckham & McKenney
Testimonials from clients and candidates are at https://www.peckhamandmckenney.com/testimonials.

Please feel free to contact any of the following current and recent clients to inquire about their experience with Peckham & McKenney. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in this proposal.

City of Big Bear Lake, CA – City Manager
Mayor/Councilmembers Rick Herrick and Randall Putz, and / or Erik Sund, City Manager (909) 866-5831; [email protected], [email protected] and / or [email protected] City of Fillmore, CA – Public Works Director and Finance Director David Rowlands, City Manager or Erika Herrera, Assistant City Manager (805) 524-1500 x 209; [email protected] or (805) 946-1712; [email protected] City of San Dimas, CA – City Manager
Mayor Emmett Badar, Members of the City Council and / or City Attorney Jeffrey Malawy (909) 394-6200; [email protected] or (310) 801-9529; [email protected] City of Santa Barbara, CA – Economic Development Manager, Finance Director, Community Development Director, Information Technology Director and City Administrator (current) Rebecca Bjork, City Administrator, or Wendy Levy, Human Resources Director (805) 564-5301; [email protected] or (805) 564-5313; [email protected] County of Santa Barbara, CA – Assistant County Executive Officer for Municipal Services, General Services Director, Chief Data Officer, Chief Information Officer, and Deputy Director for Long Range Planning Carolyn Marceda, County Recruiter or Mona Miyasato, County Executive Officer (805) 618-8711; [email protected] or (805) 568-3400; [email protected] You Made Me Feel So Comfortable
“This is my first time working with a recruiting
company, and I’m so happy for having the
opportunity to work with your company, wow! I
truly enjoyed the process! Your interview skills
are amazing! You made me feel so comfortable
and I felt like I was just talking shop with a
longtime friend. Thanks for the personal touch
that you include in your job, I believe that this is
what makes your firm so desirable and
successful.” Candidate
Proactive and Responsive
Diana worked with the City to fill the Chief of Police
position early in 2023. Diana is clearly well respected in the LEO community and has a vast network
which led to a competitive pool of candidates for the
City to select from. Diana was proactive from our
very first meeting and always very responsive. The
City team valued Diana’s integrity, opinion and sense
of humor. She was a pleasure to work with and I
wouldn’t hesitate to hire her for any executive
recruitment critical to your organization. Client

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4 | Peckham & McKenney

YOUR RECRUITMENT TEAM
Our Approach
With every Peckham & McKenney recruitment, your Recruiter has the entire Peckham & McKenney team of Recruiters and administrative personnel for backup, support, collaboration, and sourcing. However, when you retain Peckham & McKenney, your Recruiter serves as your single point of contact throughout the entire search process and is fully responsible for its success.

Moreover, in order to fully focus on your search and finding applicants that fit with the ideal candidate you are seeking, your Recruiter also maintains no more than 6 active searches.

The Executive Recruiter for you in this search is either Tony Dahlerbruch or Tara Schultz.

Tony Dahlerbruch, Executive Recruiter
Managing Member (owner) of Peckham & McKenney Executive Search Tony worked in local government over 30 years before joining the Peckham & McKenney team. His experience spans most every city department in the Cities of Beverly Hills, California; Scottsdale and Phoenix, Arizona; and Rockville, Maryland, with ultimately serving a combined 12 years as City Manager in Rolling Hills and Palos Verdes Estates, California. Tony has represented the City Managers Department in CalCities as a two term Director on the Executive Board, President of City Managers Department, and member of numerous Policy Committees. He has also served as a Regional Vice President on the Executive Board of the International City/County Management Association. Tony holds a Bachelor of Arts in Political Science from the University of California at Santa Barbara and a Master of Public Administration from The American University in Washington, D.C.

Tara Shultz, Executive Recruiter, Peckham & McKenney Executive Search With a 28 year career in local government, Tara retired from city service in 2020. At the time of her retirement, she was the City Manager of Claremont, California. Prior to serving in Claremont, Tara contributed nearly 19 years of her career to the City of Alhambra. Tara served as Deputy City Manager and then Assistant City Manager, along with holding the titles of Administrative Services Director, Development Services Director and Human Resources Director. Tara has a bachelor’s degree in Recreation Administration and a master’s degree in Public Administration from California State University, Northridge.

Tony and Tara are supported by the following team.

Peckham & McKenney Team

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5 | Peckham & McKenney
Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm’s Operations Manager. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.

Tayler Bergstrom, Research Assistant
Tayler Bergstrom joined Peckham & McKenney in 2022 and currently serves as a Research Associate. Tayler is currently pursuing a PhD at UCLA where she worked previously as a lab manager overseeing various research projects. Prior to that, Tayler graduated from UC San Diego with a Bachelor of Science degree in Psychology.

Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all advertising and brochure design and creation. Ms.

Pucilowski holds a Bachelor’s degree from California State University, Sacramento.

Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her Bachelor’s Degree in Fine Arts with a concentration in Graphic Design.

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6 | Peckham & McKenney

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7 | Peckham & McKenney
The proposed fee to conduct the search process for your next City Manager is $29,000. This is an allinclusive fee for the services described below and, in this proposal, to achieve success in your search.

Additional services can be provided and negotiated accordingly.

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8 | Peckham & McKenney
• We will connect with you and our placement in 6 months and 1 year after the appointment to check-in.
• We will conduct a second search within 6 months of our search process if a candidate is not placed.
• If the Peckham & McKenney recommended
candidate/placement vacates the position within 1 year from the date of accepting the offer (external candidates only and except in the event of budgetary cutbacks, promotion,
position elimination, or illness/death, etc.), we agree to conduct a second search within 6 months of the vacancy.

In the unlikely event that a second search is needed, we will review with you the changes necessary for a new outcome.

Recognizing the current market for finding competent and successful executives and the changes in strategy that would be needed for a second search, the cost of a second search will be discounted to half of the fee for conducting the original search.

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om
City Manager City of Big Bear Lake, California
“Southern California’s Premiere Four Season
Resort Community”

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The Community
The City of Big Bear Lake, with its
exceptional year-round recreational
amenities, serves as Southern California’s
premier four season resort community.

Located 6,752 feet above sea level, within
a two-hour drive of the Los AngelesOrange County metropolitan areas, and approximately three hours from San
Diego, Santa Barbara and Las Vegas, Big
Bear Lake is nestled in the mountains of
the San Bernardino National Forest. The
community’s natural beauty, stunning
scenery, and name-sake beautiful fresh
water lake includes alpine terrain with
more than 60 miles of hiking trails to
an elevation of approximately 9,000
feet. The weather is spectacular with the
sun shining more than 300 days a year,
beautiful winter snowfall, mild spring and
summer temperatures, as well as a colorful
fall. In and near the City are two renown
mountain resorts for skiing, snowboarding
and mountain biking. Other attractive
recreational venues provide opportunities
for fishing, scenic sky chair rides, golf,
boating marinas, and an intimate alpine
zoo. The City’s vibrant downtown, better
known as The Village, is also one of the
most significant destinations in the region
for dining, entertainment, shopping and
social gatherings.

The City of Big Bear Lake’s year-round
population of approximately 5,500 is
supplemented weekends by visitors and
robust tourism that on average expand
the daily and overnight population
to between 40,000 and 100,000. To
accommodate the influx of visitors, rustic
lodges contemporary hotels, unique Bed
& Breakfast inns and a wide variety of
vacation rentals are available.

To learn more about this beautiful
resort community, please visit www.
citybigbearlake.com or www.bigbear.
com.

The Organization
The City of Big Bear Lake was
incorporated in 1980 and is a charter city
operating under the Council-Manager
form of government. Five (5) City
Council members are elected by district
and serve overlapping four-year terms.

The Mayor is selected annually from
among the City Council members. While
elections are scheduled for 3 seats in
November 2022 with a potential initiative
and recall, the City is fortunate to have
enjoyed a history of long-serving City
Council members, professionalism, sound
governance, and organizational stability.

As a premiere year-round resort
community that attracts visitors from
throughout and beyond California, the
City of Big Bear Lake provides a variety
of public services that are greater than
its permanent population and cities of
comparable size. The City is financially
stable, has very little debt and has a
fiscally conservative 2021-2022 fiscal year
budget slightly greater than $67 million.

Major revenue sources are property tax,
transient occupancy tax and sales tax. The
budget is comprised of approximately $20
million for capital improvements and $21
million for operations with approximately
$15 million maintained as its total Fund
balance.

Appointed by the City Council, the
City Manager is responsible for carrying
out the policies and goals of the City
Council, managing the day-to-day
operations and obligations of the
City, and overseeing the staff team of
65 (FTE) talented individuals. The
organization’s exceptional workforce
serves in 5 departments consisting
of: City Clerk/Human Resources,
Administrative Services, Public Services,
Tourism Management and Community
Development. Legal services are provided
by contract with Best Best & Krieger.

The San Bernardino County Sheriff’s
Department provides law enforcement
services. Fire and ambulance services are
provided by the Big Bear Fire Authority,
and the City’s water utility (Department
of Water & Power) is the City’s only
Enterprise Fund.

The City’s 8% transient occupancy tax
provides remarkable trails and hiking
venues, community enhancements, and
infrastructure improvements for the
benefit of the community and visitors.

As such, the Moonridge Corridor project
that is under construction will offer
additional recreational amenities as well
as dining and shopping opportunities
located near the new Big Bear Alpine
Zoo and the stunning Executive
nine-hole golf course for visitors and
residents to enjoy. In support of providing
positive visitor experiences and attract
tourism while concurrently maintaining
excellence in public services for residents,
the City additionally has a Tourism

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Twentynine Palms City CouncilOctober 24, 2023

Twentynine Palms City Council
October 24, 2023